The Transformational Giving Playbook™ webinar was held on Wednesday, September 18, where Lisa Scott, Jeremy Cramer, and Pam Sterling from TGP Consulting shared:
- The story of two organizations with extraordinary results led to the publication of The Transformational Giving Playbook.
- The framework every nonprofit needs to successfully land six and seven-figure gifts.
- The two pieces of infrastructure to achieve both fundraising growth and sustainability.
- Information about their Transformational Giving Cohort program, an application-based group of nonprofit organizations that work with the TGP team to learn the ins and outs of the Transformational Giving Playbook framework and receive personalized guidance.
Transcript
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Derek Drockelman (he/him): Hello.
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Derek Drockelman (he/him): and I see some attendees here already. You know, there’s always this awkward period when you’re just starting the webinar, and the panel is sitting here, and and you’re like.
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Derek Drockelman (he/him): should we talk, or should we be silent until we reach, you know? Kind of a quorum or a, you know, a good critical mass. So
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Derek Drockelman (he/him): you know, even though everybody that I’m seeing here, you know Erin Fletcher and Dave Manspeaker and Corey, Christie and Brandon Hemel and Camilla Cook and Karen, instrom, and Jordan, Siegler and Melissa Fabian and
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Derek Drockelman (he/him): Robin Mccarthy and Vincent Mayo lots of really cool people showing up. So it’s it’s wow! We’re up to 25. So that’s awesome. So.
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Lisa Scott: People.
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Derek Drockelman (he/him): Popping in. It’s super great. Hi, everyone
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Derek Drockelman (he/him): and welcome to what I think is going to be a really fantastic Webinar! We’ll get started here in just a minute or 2.
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Derek Drockelman (he/him): and I’ll just let you all know, because there’s always a question we will be recording the session and an email will go out probably next Monday along with recording. We’re gonna make it all spiffy. I’m gonna upscale it to 4 K, and even out the the audio mix, and it’s gonna be like.
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Derek Drockelman (he/him): I don’t know, like a u 2 concert or something at the end of the day
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Derek Drockelman (he/him): we’ll give it just another minute. I always hate to make folks wait. When oh, Brandon Hemel asked, is he a cool person? I’m gonna answer this live? Yes, Brandon, I will. I will put you in the mix of cool people, because we’ve had some cool conversations. So yes, you’re among the cool people.
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Derek Drockelman (he/him): and again. We’ll get started here because I know that we’re gonna have kind of a packed agenda. So I’ll kick it over here to Amy in just a second, but again for everybody that’s popping on and just joining. So happy to have you here. Along with Roy solutions and with
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Derek Drockelman (he/him): Tgp consulting, having a really great conversation today about transformational giving. I’m Derek Drockelman, and we will be recording the session. And I’ll be sending out an email at the beginning of next week with the upgraded and upscaled version of the recording. But why don’t we do this, Amy? Do you wanna
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Derek Drockelman (he/him): kick things off.
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Ami Fish: Sure sure I’m happy to. I’m happy to. Well, 1st of all, welcome! Welcome to all of you who are here today. To be to be on behalf of both Roy solutions and Tgp. Consulting. I want to thank you for carving out the time to to attend this Webinar, where we’re going to be learning about the transformational giving playbook.
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Ami Fish: I’m thrilled to be bringing this community together, and that’s what you are. You are a community of fundraisers, and you’re also a community of high dollar fundraisers that are either utilizing the high touch module and Rev. Crm, or you are about to and so that’s a really special group of people that we want to continue to bring together into this community.
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Ami Fish: Today’s session is foundational.
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Ami Fish: Our our friends at Tgb. Consulting are going to be leading us through a series of topics meant to dovetail together how we think about our high dollar fundraising and metrics, and how then we can better utilize the high touch, module, and revolution. Crm.
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Ami Fish: We will be saving time for questions. And so, if you can utilize the Q&A button at the bottom of your zoom screen. We’re going to be collecting those up and ensuring that we have enough time to go through those at the end of the presentation
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Ami Fish: that I’m very excited to get to be the person who introduces the core team at Tgp. Consulting. They are also the co-authors of the transformational transformational giving playbook.
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Ami Fish: I’ll start with Lisa Scott. She is the founder and president of Tgp. Consulting, and also the chief process architect.
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Ami Fish: Jeremy Kramer, is the fundraising strategist and mentor
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Ami Fish: and pam sterling. The breakthrough breakthrough performance coach
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Ami Fish: these core team members at Tgp are described by their clients as strategic partners and compassionate collaborators.
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Ami Fish: They have a combined 64 years of experience in nonprofit fundraising.
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Ami Fish: They’re creative, analytical, inspirational and emotionally intelligent people.
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Ami Fish: Clients refer to them as
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Ami Fish: fill in therapists which I love.
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Ami Fish: They lead with compassion, and are guided by their values, and lastly, they help people shift their mental model to embrace new ways of believing, thinking, and acting more boldly.
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Ami Fish: With that I will hand the mic over to the Tgp team.
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Jeremy Cramer: Awesome, Amy. Thanks. Hi, everyone. I’m Jeremy. And most importantly, thanks for being with us today.
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Jeremy Cramer: I I spent 25 years as a professional fundraiser, and I want to begin
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Jeremy Cramer: by just saying thank you to each of you for your hard work. I I stand firmly held in the belief that fundraisers are the true, unsung heroes of all social enterprises.
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Jeremy Cramer: Like each of you, I’m proud to be a fundraiser. I’m proud to have raised hundreds of millions of dollars for beautiful missions. But as I look back on my career, though
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Jeremy Cramer: what makes me proudest is mentoring and teaching others how to fundraise.
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Jeremy Cramer: there’s an old adage that a mentor says all the time that there are many more important things than money, after all, but they all cost money.
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Jeremy Cramer: and those important things require world-class fundraisers.
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Jeremy Cramer: When I began leading teams and ultimately becoming a fundraising executive with national responsibility and a chief development officer. Ultimately I realized that I was all art and very little science.
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Jeremy Cramer: and that’s where my friend Lisa comes in.
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Jeremy Cramer: I 1st met Lisa Scott 15 years ago, when I worked at an education focused organization called City Year.
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Jeremy Cramer: We had 27 offices at the time, and needed to diversify our fundraising to attract more gifts from individuals, families and family foundations, and we needed to raise 150 million dollars to challenge the graduation status quo in the United States.
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Jeremy Cramer: I worked with Lisa. It’s the smartest decision I made at city year.
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Jeremy Cramer: and Lisa is a phenomenal, and it doesn’t even be that that word doesn’t even begin to describe how gifted she is. A phenomenal process, architect to build what we called a major gifts, playbook, a literal playbook that contained the business process, excellence, best practices, and training that brought our organization together around a unified fundraising practice.
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Jeremy Cramer: All fundraisers and executives at city year remained true to their artful authentic selves. But the science. The evidence based practices that we built brought all 100 of us together in some new and meaningful ways.
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Jeremy Cramer: This work created a unified language. We measured the same things. We worked towards common goals. We shared best practices to build community.
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Jeremy Cramer: and we learned from each other.
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Jeremy Cramer: I genuinely think that people stayed in development at city year longer.
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Jeremy Cramer: because they realized they were a part of something bigger than themselves.
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Jeremy Cramer: We ultimately raised 175 million dollars towards our campaign goal and launched a giving society that still adds tens of millions of dollars in revenue each year to this day
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Jeremy Cramer: after city year, I took on
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Jeremy Cramer: an interesting challenge at a beautiful organization called Facing History and ourselves, which is a global anti-bigotry organization.
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Jeremy Cramer: I inherited 5 years of declining revenues, depleted financial reserves
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Jeremy Cramer: and a team that really wasn’t enjoying their fundraising work.
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Jeremy Cramer: I was asked by the CEO and board to lead a true turnaround
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Jeremy Cramer: while the work we did at city year worked wonders. I was anxious to see if we could make it work at a different.
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Jeremy Cramer: beautiful, but cash-strapped organization, like facing history.
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Jeremy Cramer: With Lisa’s help. Once again I called her 2 weeks before I announced that I was leaving City Year to take this new job. We broke everything down. We did in development, changed our operating model, built all new business processes, re-engineered our Crm system and brought in some new energy and fun.
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Jeremy Cramer: To make a long story short.
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Jeremy Cramer: we nearly doubled our revenue in 2 years, and raised more. 6 and 7 figure gifts in the organization’s history in that short period, from a new generation of supporters.
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Jeremy Cramer: For the last 5 years I’ve advised high net worth families on their philanthropy, mentored nonprofit executives and partner with Lisa and our dear friend and colleague, Pam, to empower organizations, to raise more 6 and 7 figure gifts than they ever thought possible.
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Jeremy Cramer: We call ourselves Tgp. Consulting, which is short for transformational giving playbook, Lisa and Pam’s Game Changing Book, largely based on the work that we did together at city year and facing history.
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Jeremy Cramer: The methodology works.
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Jeremy Cramer: We’re privileged to support nonprofits across the country, and we were thrilled to be invited by Roy to share an opportunity to support your major gifts fundraising work today.
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Jeremy Cramer: With that I’ll hand it off to my partner, Lisa Scott.
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Lisa Scott: Alright. Well, thank you all. I am just so thrilled to be here. For those of you who know me, and for those of you who don’t. I am just deeply passionate about this sector. I believe in nonprofits
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Lisa Scott: more than I do government more than I do corporations, and for me. The most amazing, beautiful people are in this sector doing tremendous work, and so I consider it just a privilege in life that I get to support nonprofits all over the world. So so thank you for having me, and
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Lisa Scott: what I want to do is well, let me back up so after our experience with city year and facing history. We realized that we were really on to something here, and that made us deconstruct what we did at both organizations and codify it into a framework that all nonprofits, you know whether you’re a 10 million dollar org or 100 million dollar org can use to create extraordinary and repeatable results.
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Lisa Scott: And as Jeremy mentioned, that framework is what we call the transformational giving playbook and my portion of today in in my 15 min over the next 15 min. I want to talk you through each of those components and elements and what they make possible.
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Lisa Scott: So for starters, and pam, we can advance here. The the framework is built off of 3 big components, guidance groundwork and gift, and each of those components contain 3 success elements that every nonprofit needs to have in place for transformational growth.
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Lisa Scott: The 1st component guidance is about what needs to happen at the leadership level of your organization to create the foundation for growth. So as Pam, showing here, first, st senior leaders need to give themselves permission to be supported.
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Lisa Scott: and I will say that rarely in my 25 years of consulting with nonprofits have I encountered Ceos and Cdos and other C-level executives who’ve given themselves the opportunity to be supported and coached. But when I have. What I’ve seen
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Lisa Scott: at the organizations we’ve worked with is that a these leaders get better at what they’re best at
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Lisa Scott: 2 they learn new leadership skills. 3, they identify and remove any barriers to performing at their highest potential. And then, importantly, they inspire, empower, and motivate their team to do the same.
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Lisa Scott: So the second thing or the second element within guidance is that you want to think differently about how you set goals. Most of the nonprofits I’ve worked with tend to establish a single revenue target for the organization. Then they break that goal down by department and then by fundraiser, and at the end of the fiscal year. You either hit that target or you don’t.
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Lisa Scott: Sometimes the goals are so ambitious they’re unrealistic, and they become intimidating for fundraisers because they don’t know the best way to get there, but most often they represent just an incremental increase over the prior year or campaign, and therefore they’re so realistic that they don’t encourage fundraisers or teams to think or act differently.
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Lisa Scott: But if you want to grow revenue exponentially and in a way that inspires fundraisers to go beyond the status quo, then rallying them around a range of good, better, best targets, and creating an adaptable, adaptable plan to get there, a plan that you examine and fine tune, each quarter is the better way to go. The the good goal becomes your sure shot.
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Lisa Scott: and your best target becomes the moonshot that actually inspires your team to be more creative, more collaborative and bolder in how they think about cultivation, stewardship, and strategy.
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Lisa Scott: So the last element of guidance of the of the guidance component is establishing a set of guiding principles that sets the tone for how your organization approaches its fundraising, and we encourage you to think of them in 2 parts. The 1st is how you work with each other as a unified team, not just within development, but collaboratively with other teams, including your program
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Lisa Scott: functions. So, for example, you might have a guiding principle that says always ensure that the right hand knows what the left hand is doing.
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Lisa Scott: And that kind of principle gets people to be fully transparent in their work, so that everyone is clear on what’s already happened with each donor. And what’s coming up next?
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Lisa Scott: The second way we encourage you to think about guiding principles is how you will engage with prospects, donors, partners, and volunteer leadership. So, for example, focus 1st on the relationship, not the money, is a principle you might adopt. That says to your team, Hey, it’s important that you get to know the donor who they are and what they are about before anything else.
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Lisa Scott: and whatever guiding principles feel right for your organization and culture. What’s
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Lisa Scott: important is that you codify them, because, having them in print gives your staff a compass to follow, so they know at all times what direction they should take when questions or issues arise for them. And I want to say that it’s especially important that your fundraising principles align to your organizational core values so that every staff person shares, lives, and breathes those principles right alongside your values in their day to day work
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Lisa Scott: alright. So the second component groundwork is where you’ll spend the most time and energy. It’s where you’ll establish the system, the skills and the tools your fundraisers need to meet or exceed goals and to create long term philanthropic partnerships with the individuals and institutions that are aligned to your mission.
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Lisa Scott: So the system is what we call the Strategic relationship management cycle. And it’s our modern take on moves management. This is where you’ll want to document in detail the business processes your staff are expected to follow in every stage of the cycle. So that’s how you go about identifying a transformational gift donor, then qualifying them
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Lisa Scott: how you establish a team and strategy for cultivation. How you go about that cultivation, especially the strategic interactions you carry out to ready a donor for solicitation.
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Lisa Scott: It’s how you prepare for and make the ask. It’s how you process, acknowledge and recognize the donors gift. And lastly, how you, steward that gift for the lifetime of that gift. And it’s important to document these processes in detail for a few reasons. First, st everyone should always know what’s expected of them. No one should have to guess or make it up
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Lisa Scott: for themselves, especially your new, more experience, more less experienced fundraisers that you bring into your organizations. The second reason is, you create a common language. As Jeremy mentioned earlier, that everyone in the organization speaks regardless of what location you’re in.
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Lisa Scott: And 3, rd because everyone is following the same processes across the organization, you create a consistent donor experience, no matter who’s interacting with a donor on a given day, and I cannot emphasize enough how important that is to gaining a donor’s trust and their confidence that you will do right by them and their money.
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Lisa Scott: The second success success element of groundwork is the skill set you teach. So
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Lisa Scott: everyone who interacts with donors should be empowered with essential skills, skills such as how to strategically question and actively listen how to approach an exploratory conversation or discovery meeting with a donor, so you can begin to uncover their motivations and aspirations.
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Lisa Scott: How to tell a transformational story of the mission that builds enthusiasm for your work in the hearts and minds of your donors. And then what the art of making an ask entails outside of the science? It’s really important to know the business processes and the system of transformational gift fundraising. And it’s also important to have mastery of these soft skills that enable you to carry out those processes with the highest degree of efficacy.
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Lisa Scott: Then there are the tools your organization puts in place to bring the system to life, and that includes the blueprints, and you and templates you provide for staff to use across the strategic relationship management cycle. You might create a proposal blueprint that folks can use a template for documenting a cultivation strategy or a template that helps people prepare for a solicitation meeting
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Lisa Scott: the tool should also include your Crm system that’s configured to align to these business processes, and then, lastly, it should include a well honed approach. For how you conduct pipeline meetings, because this is where the magic happens. Right? It’s the outward expression of the strategic Relationship management cycle that I mentioned, where you
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Lisa Scott: begin to collaborate on a grand scale regarding your top prospects and and really leverage the collective good thinking of everyone, and you would engage in an exchange of insights that serve to challenge one another’s thinkings in a thinking in a healthy way, and the end result of all of that is that everyone begins to think bigger and act bolder.
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Lisa Scott: which is key key to transformational growth.
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Lisa Scott: The 3rd and last component gift is about the approach you take with donors to enable your organization to be the vehicle by which they get to experience a deep sense of fulfillment from their philanthropy.
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Lisa Scott: So first, st every donor has a set of intrinsic motivations that gets them out of bed every day, motivations that give them a sense of meaning and a sense of purpose. They may or may not be able to articulate those to you, but I would argue that it is your job as fundraisers, to be able to uncover what makes them thrive.
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Lisa Scott: and whether those motivations and appear to relate directly to your mission or not.
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Lisa Scott: you also need to understand who they aspire to be. What kind of person do they want to be in the world? What do they want to accomplish in life. What do they want to have? What legacy do they want to leave when you can understand a donor’s aspirations? You know what makes them feel important and needed, and that is essential information that should directly inform your approach to cultivation and stewardship.
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Lisa Scott: So how do you uncover a donor’s motivations and aspirations? The simple.
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Lisa Scott: honest to God. Answer to that. Is, you just have to ask right, instead of always taking the approach of
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Lisa Scott: figuring out what you think you need to tell them about the good work of your organization. You want to focus 1st on understanding them by asking questions, right questions like,
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Lisa Scott: what are the things that motivate you in your life, in your work, in your giving?
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Lisa Scott: What would you say? Your why is?
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Lisa Scott: And one year, 5 years, or 10 years. What are some of the goals you want to achieve? Or what is it that you want to be most remembered for?
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Lisa Scott: I would say that every single human being wants to feel loved, and I and I don’t mean that in a romantic sense, but more of a
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Lisa Scott: I matter to this world. I am a value to this world kind of way. And when you ask these questions, when you take the time to really get to your to know your donors, and what matters to them? Not only do you show your donors love, but you are then positioned to demonstrate how your mission
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Lisa Scott: helps them fulfill their intrinsic motivations and aspirations far beyond what they can ever do on their own. And Pam, that’s the next piece. And and this is what creates a truly transformational experience, and becomes a compelling reason for a donor to make their highest and most transformational gift to your organization.
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Lisa Scott: So now that we’ve gone through each of these components you may intuitively recognize that each of them has the power to transform. So when we look at guidance and that component and success elements that has the power to transform the organization.
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Lisa Scott: When you think about the groundwork piece that has the the power to transform the team and then the gift component is what transforms the givers. And they’re absolutely important in this equation, too. And when you take all of this together, it helps you go from incremental growth
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Lisa Scott: to exponential growth, which becomes the means by which you transform your impact. So you can make a bigger difference.
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Lisa Scott: So again, this is the framework what we call the transformational giving playbook. And it’s what every nonprofit needs to achieve
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Lisa Scott: exponential revenue growth. But
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Lisa Scott: I would say that it’s not just the playbook that matters, but it’s what the playbook creates. So when you implement this framework, there are some additional byproducts beyond revenue growth that are worth their weight in gold.
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Lisa Scott: So so here is some of what’s possible. So when you put this framework in place.
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Lisa Scott: it builds greater competence among your team members which leads to greater confidence, which creates a greater commitment to stay and be a part of an organization that’s truly making a difference. And all of this creates a greater sense of community, where everyone is inspired to work together to achieve what seems impossible. And this means 2 things.
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Lisa Scott: So first, st
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Lisa Scott: you will save money, because, having the playbook in place creates a community of practice, and when people are in community together they share ideas with one another. So if I say that another way. There is a
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Lisa Scott: practical efficiency that comes out of being aligned to a common set of business processes, and this level of efficiency and collaboration means that at the end of the day it’s going to cost you a whole lot less to raise a dollar.
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Lisa Scott: and you can do that. Whether your organization is 10 million, like some of our clients, or 100 million like another. One of our clients who actually manage to unify their business processes across their entire nationally distributed organization for both their major gift and corporate teams.
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Lisa Scott: plus your organization’s implementation of this framework becomes what what we say is the best retention strategy you could have, because people will know that you’re invested in them and they become invested in each other and in the organization. So you’re not constantly having to replace fundraiser after fundraiser which costs money.
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Lisa Scott: The second aspect of of this work, and and really the bottom line right? The essential bottom line is, you really will raise more money. You heard the stories that Jeremy shared about city year and facing history, but beyond those 2 organizations you might be like another one of our 10 million dollar clients who grew revenue by 20% in 15 months while they were implementing the playbook.
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Lisa Scott: then in 24 months raised 39% beyond where they started. Or you might be like another organization where the coo had to step into the role of interim CEO, and by virtue of there being a playbook in place to follow. She closed enough new and upgraded gifts in 9 months to help grow revenue by 60% over the prior year.
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Lisa Scott: So these are just a few examples that I’ve given you. But what they all show. It’s what’s possible when you employ a framework like this. So I share this with you, because if you follow this, these are the things that can really take your your revenue to the next level.
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Lisa Scott: All right, Pam. I’m going to turn it over to you.
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Pam Sterling: Yeah, thanks, Lisa. I I want to talk about and just share with you all. What we feel is 2 critical things that really make the difference with the the work we do with our clients, and that is that we focus on building 2 critical factors that are essential for fundraising growth and sustainability, and that is building both your institutional and your individual infrastructure that are required to achieve your big, bold, and and beautiful goals. And here’s what we mean by that.
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Pam Sterling: And the way that we like to think about it is
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Pam Sterling: kind of like a race car. So it’s not enough to give you just a high performance race car. When we give you the the transformational giving playbook, we’re giving you what we think of as the best, most innovative high performance race car in that transformation transformational giving playbook.
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Pam Sterling: But if we just stopped there and just gave you this amazing system and amazing tools to use, you might still have some people who are driving around the track at 30 miles an hour.
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Pam Sterling: So
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Pam Sterling: what we realize is also critical is that we build that individual infrastructure. And the way we think about that is that
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Pam Sterling: we also provide you with the coaching, the mentorship, and the training to help your folks believe, think, and act like championship race car drivers. We want everyone to have the skills that they feel confident enough to be a superstar fundraiser. And so these 2 infrastructures are really critical to again making sure that you’re able to achieve both fundraising growth and that sustainability.
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Pam Sterling: Now we know that you guys have a bunch of questions, and we want to get to those. But before we do that I want to ask you all to consider something.
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Pam Sterling: and that is, I want to invite you to consider the power of 20. Now, Lisa earlier mentioned one of our clients. Actually, it was actually our very 1st client that we worked with after implementing the playbook.
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Pam Sterling: who within 15 months raised an additional 20% over where they started with us.
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Pam Sterling: So I want to invite all of you to imagine what that might be like for you and your organization.
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Pam Sterling: You know, Lisa, Jeremy and I feel like we have the best job in the world because we get to help you do and get what you already want, which is to have a bigger impact.
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Pam Sterling: And you know, the last thing we want is for you to have you know, another budget deficit meeting where you’re trying to figure out. Who are we going to let go of and what programs are we going to cut? And if any of you have ever been in those kind of meetings, you know
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Pam Sterling: they’re awful. We don’t want you to have to go through that.
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Pam Sterling: And so
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Pam Sterling: what I want to invite you to do is a little bit of math.
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Pam Sterling: To look at what the possibilities are. So if you can just take a moment to
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Pam Sterling: reflect back on last year’s
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Pam Sterling: your last fiscal year’s revenue.
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Pam Sterling: and write down that number
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Pam Sterling: and
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Pam Sterling: round it to the closest 1 million, so that might be 2 million. It might be 10 million 20,000,100 200 million just round it to the closest 1 million.
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Pam Sterling: and then multiply that number
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Pam Sterling: by 20%. So by point 2, now, we’re we’re not going to ask you to share that number. But I just want you to see what that number is. So take a minute to write that down
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Pam Sterling: and
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Pam Sterling: look at what that number is
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Pam Sterling: for some of you. That might be 2 million. For some of you it might be
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Pam Sterling: an additional 20 million. For some it might be an additional 40 million.
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Pam Sterling: Right? Write down that number.
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Pam Sterling: Now, what I want to invite you to consider is.
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Pam Sterling: what could you do with that additional revenue if you had that if you were able to raise that much more revenue in the next 15 months, what difference could that make for you?
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Pam Sterling: What could you do as an organization with that additional 20. Just take a minute to write that down. And Derek, are we able to have people drop
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Pam Sterling: comments into the chat.
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Derek Drockelman (he/him): Absolutely. Yeah. Feel free to drop those numbers in the chat.
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Pam Sterling: Yes, and.
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Derek Drockelman (he/him): No numbers. No, that’s right.
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Pam Sterling: Go ahead and drop in. I’m trying to get to the chat here so I can see see that so we can see what some of those what we’d love to hear, what you feel like you could do with that additional 20.
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Pam Sterling: And I’m just gonna
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Pam Sterling: trying to get over here to the chat. What I’m going to do is I’m going to stop the share
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Pam Sterling: and see if we can get that in the chat.
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Pam Sterling: Go ahead and drop in the chat. We’d love to hear. What? What, what could you do with an additional 20% at your organization? Is it? Start a new program. Hire a new position, you know. Open that additional location.
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Pam Sterling: you know. What? What is it that that
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Pam Sterling: that you could do?
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Pam Sterling: Okay, I’m not seeing
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Pam Sterling: comments in there.
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Derek Drockelman (he/him): I’m somebody’s letting me know that chat is disabled which I thought I took care of when I set this thing up. So hold on one second, please.
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Pam Sterling: Okay.
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Derek Drockelman (he/him): If I can figure out how to do that on the fly here.
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Derek Drockelman (he/him): there’s always something, you know.
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Lisa Scott: Oh, yeah.
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Pam Sterling: Ends up being Q, and a
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Pam Sterling: chat appears to be well, I guess they could drop it in Q. And a.
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Derek Drockelman (he/him): Yeah, they could. I think I also just
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Derek Drockelman (he/him): Here we go. I’ve turned on chat. I think so.
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Pam Sterling: Okay, here we go.
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Derek Drockelman (he/him): Oh, sorry!
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Pam Sterling: Working.
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Derek Drockelman (he/him): Ready!
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Pam Sterling: We.
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Lisa Scott: No worries.
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Pam Sterling: Love to know what? What are some of the things that you could do as an organization with an additional 20 over the next 15 months.
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Pam Sterling: All right, I’m going to have people think about that. And we’re going to open it up to some broader questions, because I know that you have more questions.
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Pam Sterling: I I guess what I want to encourage you to do is don’t lose sight of that. Don’t you lose sight of that that number. Oh, here we go. Here we have some stuff coming up. We’d be able to hire more people so that our existing staff doesn’t feel so stretched. We’d
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Pam Sterling: with an additional 20%, we could fund the production of a new program, resume direct cash grants
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Pam Sterling: to food assistance programs. We could scale our work by establishing regional teams.
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Pam Sterling: Yeah, and that’s just the beginning. You know, that same organization at 24 months had raised an additional
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Pam Sterling: 39%. Like.
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Pam Sterling: you know. Obviously, we can’t guarantee results. But what we can tell you is that every organization who’s
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Pam Sterling: taken this on wholeheartedly
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Pam Sterling: has increased the revenue significantly. So thanks for sharing that. And I think now we want to open it up to some. QA.
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Pam Sterling: Think Jeremy and Amy and Dirk are gonna sort of
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Pam Sterling: take the lead on that.
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Derek Drockelman (he/him): Yeah, here. We’ve got one question in here, you know. Brandon asked a question earlier whether I thought he was cool, and I told him. Yes, and then, now he’s asking the second question. I’m not sure that’s allowed, but we’ll go ahead and allow it, so this will probably be for Amy.
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Derek Drockelman (he/him): Brandon? Asked Roy. Team, will you be drafting some best practices within the high touch? High touch module based on the transformation transformational giving playbook.
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Ami Fish: We are very open to that. And in the audience today we do have some members of our product department listening and watching the questions, and so I do want to encourage you all to keep to ask more questions. I think. That can help us to see kind of where some things are popping in the presentation that could then help us to better enhance the high touch module for your use.
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Derek Drockelman (he/him): And and the other thing to point out, too, is, this is just kind of the 1st meeting that we plan to hold for clients who are using the high touch module.
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Derek Drockelman (he/him): Amy will talk about this a little bit later. We’re trying to build kind of our own community of practice. Where let’s get together folks that are using high touch to to compare notes and to talk about what’s going? Well, what isn’t going so well.
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Derek Drockelman (he/him): Hey, Roy, it would be really cool if you could make these changes to the product. Can you add that to the backlog of requested changes. So this is really kind of kickstarting. What? We hope will be a roy solutions revolution, crm serum client, community practice as well.
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Derek Drockelman (he/him): and that’s the only question that we had there for now. Oh, here’s here’s 1.
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Derek Drockelman (he/him): okay, that we kind of just answered this a little bit. How does Roy use these principles to inform the construction and operation of their Crm to help fundraisers achieve transformational gifts. And so again, Amy, if you want to take that, give us a
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Derek Drockelman (he/him): variation on what we just said. Maybe.
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Ami Fish: Exactly I think that we’ve built out the module to be as useful as possible. However, we know it can be better. Roy has a philosophy if we can always improve upon what we have there. So we really want to hear from everyone to understand that I think the other piece that we were hearing from clients, though, was that they weren’t, they didn’t really have these transformational giving playbook concepts in place. And so we thought that by having this presentation 1st
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Ami Fish: and having folks really think about what you learn here, it’s going to maybe. Have you think a little differently about how you want to work with the module in the future. If you already are using it. It may just tweak it a little bit. And those of you who haven’t started using the module at all. It’s going to help with some of those conversations we have at the start.
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Ami Fish: So
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Ami Fish: I guess that’s a long answer to say we want you to be able to dovetail together what you’re learning here today with the module, and we will never give up on making revolution. Crm, better. So that’s our focus of hearing and learning today.
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Derek Drockelman (he/him): Oh, yeah. Yeah.
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Lisa Scott: Chime in, if I may, and just say that you know
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Lisa Scott: been doing this work for now over 25 years, and one of the things that I often hear, or an expectation that I would say I’d often hear is, well, the, you know. Just give me the right Crm. And all my problems are solved. And I hope that this framework has showed you that that’s just only a piece of it, right? All of those success elements that we laid out. All 3 of those pieces across guidance, across groundwork, across
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Lisa Scott: gift, are all essential, and most of them have nothing to do with your Crm, so that’s not to say that your Crm isn’t important. And one of the things I absolutely emphasize, and all of the work that we do is that your Crm needs to be aligned to your processes, but it goes so much beyond Crm, and and I’d be curious. Where in that framework
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Lisa Scott: folks think that they have an opportunity to really shift things at their organization. So if anyone’s interested in answering my question, I would love to hear your thoughts about that.
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Derek Drockelman (he/him): We’ll we’ll wait to see some folks kind of pop into the into the chat, and if we get somebody who kind of wants to tell a story. We can also, I could unmute them, and
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Derek Drockelman (he/him): you know, let them call, or you know, come in Michigan, or whoever but maybe let me ask you this, I mean, since we don’t have a lot of questions pouring in right now.
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Derek Drockelman (he/him): Sometimes I think it’s really hard to know
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Derek Drockelman (he/him): how to get your stakeholders together at an organization to even get something started.
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Derek Drockelman (he/him): How do you? And and obviously right, it’s it’s probably even more than just buying a hundred copies of the transformational giving playbook. But you can, if you go to amazon.com
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Derek Drockelman (he/him): like. How? How does? How does. How does one start to make the case internally? That that like, we need to change what we’re doing isn’t working. And we need to get together to make change, have like.
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Derek Drockelman (he/him): What are your thoughts on that.
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Jeremy Cramer: Derek, I’ll I’ll I’ll start. And then I’d love Pam and Lisa to build. But
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Jeremy Cramer: The case is all about money
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Jeremy Cramer: and basic statistical theory shows that if unless you change your system and your system is your people and your processes, you’re going to raise
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Jeremy Cramer: 3% up or 3% down each year.
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Jeremy Cramer: And if you’re looking at 5, 8, 1015, 20% growth
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Jeremy Cramer: over a multi year period, you have to change your people and your processes, and that’s why, you know, there’s literally mathematical evidence to support what Lisa was talking about, which is, if you have a you know, Rockstar Crm system. It’s great. But you have to train your people differently. You have to invest in
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Jeremy Cramer: in the business processes that align with that Crm differently, and you have to empower people to go and ask for more money, and I think honestly, having worked in the sector for so long.
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Jeremy Cramer: we don’t have a culture of professional development. We don’t have a culture of investing in ourselves, and there really isn’t fundraising university. There, there are, you know, certifications, and they’re great, but but I think that we need to spend some time looking at all of the competencies that are required to be a rock star fundraiser.
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Jeremy Cramer: And then you have to invest in skill building and and training a lot of these staff members because we just can’t expect them to change, because the goal the goalpost has moved.
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Jeremy Cramer: And and that’s where I think the sector
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Jeremy Cramer: he’s challenged, and that’s where
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Jeremy Cramer: that’s that’s where why we feel very lucky to be to do the work that we do, because, you know, standard deviation of 3% up or down is is fine, but
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Jeremy Cramer: the sector is in the business of of transforming the lives of those they serve, but they have to transform the institutions and invest in their infrastructure to do it. So it’s a hard and fast business case. Of where to start.
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Derek Drockelman (he/him): That’s great. Thanks so much, Jeremy.
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Derek Drockelman (he/him): There is a comment in here, and I might even
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Derek Drockelman (he/him): Natalie, I don’t know you, but I’m wondering if you might be willing to. Kind of
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Derek Drockelman (he/him): speak to what you’ve just added into the Webinar chat. So I’m gonna unmute you. But Natalie has a great kind of point here, and obviously we don’t want to turn this into revolution. Crm, stump the chumps, and you know, kind of one on one but but but I think this is a really good question, and it does get to some, some process work. And so, Natalie, let me allow you to talk, if you don’t mind.
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Derek Drockelman (he/him): I think I’ve unmuted you.
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Nathalie Bessette: Hi! Can you hear me?
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Derek Drockelman (he/him): Yeah. Perfect. Hi.
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Nathalie Bessette: Hi, okay, thanks for putting me on the spot.
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Derek Drockelman (he/him): Yeah, so.
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Nathalie Bessette: We?
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Nathalie Bessette: Yeah, I was just throwing this out as a way that I think the I touch module could work hand in hand with our attempts to grow our major gifts program, I’m sure, like a lot, we’ve been using revolution Crm for a while, and we have a pretty robust major gifts program. But I’m sure, like many
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Nathalie Bessette: people on the call, we’re always looking to identify new prospects for increased giving. And that’s something that right now we’re kind of doing outside of the Crm. But I would love just as an example. That’s something that I would love to see like
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Nathalie Bessette: made native to the Crm
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Nathalie Bessette: so that we can.
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Nathalie Bessette: you know, just further bolster our membership data and everything that we have in there.
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Ami Fish: And so, Natalie, are you? Did I hear you say you are using the high touch, module and revolution? Crm. Already today?
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Nathalie Bessette: Yes.
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Ami Fish: Okay. Okay. I think, go ahead.
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Derek Drockelman (he/him): No, I’m always curious. So what? What work are you doing outside the system? Right? Because, we always want to try to drive as much as we can into the system. So I’d be, I’d be curious to know kind of what you’re doing
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Derek Drockelman (he/him): outside of the system to get more information, or to kind of
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Derek Drockelman (he/him): determine who would be good prospects.
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Nathalie Bessette: Yeah. So right now, we’re just kind of querying, using the query and reporting tools to look at members based on their loyalty and lifetime giving and how much they’ve been giving year over year, and then just kind of analyzing that externally in like excel and I know that you know, we’re dipping our toes into unite analytics. And I know that there are some tools there. But yeah, just specifically as
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Nathalie Bessette: as relates to keeping an eye on prospects we’re particularly interested in for major gifts, and, you know, assigning
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Nathalie Bessette: them to gift officers for follow up stuff like that.
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Derek Drockelman (he/him): That’s that. That’s great. And I think we’ll also ask. I think this will be a this will be a kind of a really good conversation for an upcoming
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Derek Drockelman (he/him): for kind of an upcoming meeting of folks who who are using high touch, and I think we all could also have your account team talk with you. I know that. All right. I’m the sales guy, right. But when I’m doing Demos I do a lot of prototyping in in the demos of using donor search and the donor search
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Derek Drockelman (he/him): function within revolution Crm and a flex list and then sharing flex list with gift officers so that you can kind of move folks on and off the list. So I think we have some ways to to do it that might be able to get folks doing more in the system. So we’ll definitely kind of follow up with you on that
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Lisa Scott: Can I ask a follow up question of Natalie, Natalie, if you wouldn’t mind? I know now I’m putting you on the spot again.
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Derek Drockelman (he/him): Right. See, it’s as much stump the chomps as as you know. The the attendees, who who knew right.
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Lisa Scott: That’s right, and anyone else is welcome to to weigh in on this. But I’m curious. Let’s just say you’ve got that ability to tag those prospects tomorrow. What will you do with that? What’s sort of the next step in the process, once they’re identified and you’ve got them tagged and assigned. What’s next.
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Nathalie Bessette: Yeah. So we would probably just put them in a cultivation plan which we use pretty heavily in the high touch module and we would probably want to put them in a prospect. Specific cultivation plan for a
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Nathalie Bessette: for a gift officer to reach out and qualify them. See if they’re interested in
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Nathalie Bessette: having a relationship with our organization. Moving up the
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Nathalie Bessette: moving up the revenue funnel.
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Lisa Scott: Wonderful. I I think that that’s exactly right. I was hoping that you would say that because I think that that qualification is so important. And that’s where where I was mentioning that it’s important to really get to know the the giver. Their motivations and aspirations weaving in those kinds of questions is so important. In fact. You know what I often recommend. There’s motivations and aspirations, and I get
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Lisa Scott: you some examples of those types of questions. But the other 2 things you could think about is, you know, asking them what their impressions of your organization are, because you start to learn a lot right there. How? How connected to the mission, are they? What’s their opinion of you? Vis-a-vis? Other organizations? They’re supporting right? And what are their overall philanthropic issues
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Lisa Scott: interest. That
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Lisa Scott: process of qualification can really help you determine how much time you’re going to invest in each and every one of those prospects that you’ve tagged, because we all know that as fundraisers you have limited time. And so when you can focus your your time and energy on what Jeremy will always say where the theoretical yield is the greatest, it’s gonna yield the the best
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Lisa Scott: results so fantastic. That’s exactly what I was hoping to hear more power to you, and may it result in some great success for you?
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Lisa Scott: Thanks, Natalie, thank you.
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Derek Drockelman (he/him): Awesome. I see a couple of other things popping in here, and so maybe we’ll I’ve just unmuted a couple of other folks, or allow them to talk too. But so one thing that I see here we see a couple of comments about kind of simplifying and making kind of where you track someone’s employer and title more robust. So we can definitely chat with folks about that at some point. I I think there’s a really good
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Derek Drockelman (he/him): comment here as well from from Tanya Cole. So let me
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Derek Drockelman (he/him): let me allow you to talk if you would like and and then,
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Derek Drockelman (he/him): gee! Sorry to put you on the spot. I’m also gonna allow you to talk, too. So Tonya asks the work of identifying and cultivating donors often involves cross work between Mgo’s and customer service teams, which is which is
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Derek Drockelman (he/him): phenomenal. Are there any plans to make it easier to make sure that all data collected from donor interactions land in a singular pool.
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Derek Drockelman (he/him): That you can analyze data and build strategies. So maybe let me ask a follow up question of you. Tanya, real quick, and then there is a. QA. That I’m going to get to here in just a minute, too. That’ll be for the Tgp team. So Tanya are, are all those interactions not making it into revolution Crm, today.
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Tanya Cole: Well, we have a group here, so I’ll let Sarah answer
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Tanya Cole: or have the have. Take the combo from here.
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Tanya Cole: Can. Yeah. So they are making it into the Crm. Of course. The issue that we’ve come across is that you know our customer service folks log their interactions in, I think, constituent care.
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Tanya Cole: We on the Ngo team log our interactions in
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Tanya Cole: research and also in cultivation plans. And what I’ve noticed is happening is that the
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Tanya Cole: the constituent care module is so far away from
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Tanya Cole: research, notes and cultivation plans. It’s actually not part of our. It’s not part of our workflow, because it kind of it kind of can’t be
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Tanya Cole: and so I was wondering if there were plans in the future to connect everything together, so that if I get a call from Joe Smith, one of our donors, and I pull up his account, and I’m looking at his cultivation plan.
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Tanya Cole: I’m actually also seeing. Oh, he had an interaction with one of our customer service folks just recently about his
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Tanya Cole: magazine.
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Tanya Cole: Rather than having to go to the the constituent care, search through just to make sure, and then bounce back to high touch and cultivation plans.
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Derek Drockelman (he/him): It’s a great question. Thanks so much for that.
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Derek Drockelman (he/him): Gee! You! There! I’m gonna put you on the spot. What are your
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Derek Drockelman (he/him): Any, any any thoughts on that.
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Ji Lee (she/her): Hi, everyone! Yes, I’m here.
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Ji Lee (she/her): I would say that 1st of all, I love all the ideas coming in. I’ve been grabbing them all, and putting them into my own personal notes, so that I have them at the ready I do hear this request for wanting to have a more fluid connection between constituent care and high touch. You know, by design they were very
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Ji Lee (she/her): They were specifically designed for specific groups of users that were traditionally, not really working across teams. But we’re hearing this a lot more recently. So I’m definitely making notes of that. And you know, that’s a really great idea to kind of see how we can develop more. There.
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Derek Drockelman (he/him): That’s awesome. Thanks. So much for jumping in. And and again, sorry. Tgp team for making this into a
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Derek Drockelman (he/him): kind of a product discussion. But.
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Lisa Scott: Oh no!
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Derek Drockelman (he/him): Able to hit a few different things. So let me let me bump here into the Q. And A. We’ve got a great question from Ben Derby.
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Derek Drockelman (he/him): and he says it was mentioned that we should ensure that everyone, IE. Ngos, have the same skill set. Agreed. However, how would you advise that we grow individual soft skills required for this kind of work?
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Derek Drockelman (he/him): I love you.
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Pam Sterling: This one, if I may.
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Derek Drockelman (he/him): Go for it.
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Pam Sterling: And and also bounce with Jeremy and Lisa. But
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Pam Sterling: you know, the the trio really of skill building is to really 3 things, and that is mentorship.
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Pam Sterling: coaching and actual skills training. And let me just distinguish between the 3, and then use an example to show
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Pam Sterling: kind of how you might think about those and and get the kind of the right kind of support you need. So when we think about mentorship, what we’re really thinking about is, how do you help someone think differently?
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Pam Sterling: How do you help someone think like a superstar fundraiser? And this is where Jeremy is, you know, is our mentor. He’s a superstar fundraiser. He works with our clients and meets with them to to really begin to think about the strategies and about the individuals in from a superstar fundraising mindset.
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Pam Sterling: So that’s 1 thing. Mentorship is really about the transference of how to think
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Pam Sterling: so. If you think one of the ways that you can do that is, if you have. You know your in house superstar fundraiser, one of the best ways to leverage that person, because you know, other organizations are going to try to, you know, recruit that person to come, work for them rather than lose that talent. Use your in house superstar to mentor
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Pam Sterling: other team members.
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Pam Sterling: And what.
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Pam Sterling: again, the the key question to be asking is.
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Pam Sterling: tell me how you think about this when you think about approaching this particular, this particular donor.
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Pam Sterling: The second thing is
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Pam Sterling: coaching and coaching is really about helping someone get past themselves right. If I think
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Pam Sterling: 25,000 is a big number, and and someone gave 25,000 last year, and I’m going to be like super happy that they give 25,000 again this year.
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Pam Sterling: I might miss the fact that they have capacity to give a million.
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Pam Sterling: So coaching is really about helping folks get past themselves and their own resistance around money
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Pam Sterling: to ask the bigger question and make the bigger ask.
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Pam Sterling: And then skills training is really around, how do you actually say the words? What? What do you actually say? What? What kind of
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Pam Sterling: conversations do you have? What’s the next step? So let me give you an example.
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Pam Sterling: With one of our clients who
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Pam Sterling: that example that I just alluded to had a donor who had given $25,000.
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Pam Sterling: One of the things that we’re really big on is quick, win. So Jeremy went in and started mentoring. That client right away. And this person’s name came up, and Jeremy knew that name, and knew that person actually had
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Pam Sterling: the capacity to give
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Pam Sterling: multi a multi-million dollar gift.
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Pam Sterling: and he mentored
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Pam Sterling: the CEO
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Pam Sterling: on how to make that ask
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Pam Sterling: and how to think about it, and how to approach her. And the CEO
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Pam Sterling: then felt strong enough and courageous enough to get on the phone and make a 17 million dollar ask
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Pam Sterling: of this person who had a capacity and had given other gifts at 17 million. Now
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Pam Sterling: she didn’t write a 17 million dollars check. But she did write a 1 million dollar check on the spot and said, I’m sending it to you today. She went from 25,000 to a million
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Pam Sterling: which required that combination of both mentorship thinking differently, coaching which is getting past yourself to ask a bigger ask than you’ve ever asked before.
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Pam Sterling: and also the actual skill. And how do you? What words do you actually say? So that combination Ben, is really what we focus on to build that individual infrastructure. And I think whether you know it’s you work with folks like us to help you with that, or you use your in-house team to help you with that. Those are really the 3 things to focus on.
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Jeremy Cramer: I I love that Pam, and I’ll just sorry, Lisa. I’ll just.
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Lisa Scott: So go ahead, go ahead.
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Jeremy Cramer: Add one quick thing, Ben, which is when when you ask about soft skills, we have to think about soft skills the same way as traditional hard skills. We have to train people. We can’t just expect them to be more emotionally intelligent and to think like high value philanthropists.
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Jeremy Cramer: just because we, we expect that of them. And if we break down again the competencies that the soft skill competencies, listening having exploratory conversations, storytelling, analyzing the the psychology and psychography of a of
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Jeremy Cramer: a very wealthy person. These are skills that that none of us are just taught, and some of us have been really lucky to learn over time, but we have to invest in in uplifting those soft skills just like the
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Jeremy Cramer: the traditional hard ones as well. Lisa. Sorry, please.
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Lisa Scott: Yes, to everything you and Pam just said beautiful, and I will just offer one very practical thing that you could consider so for the folks in your organization that you already know are superstar fundraisers, start role playing
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Lisa Scott: start actually pulling out actual donor scenarios and start working with people who have to sort of prepare to make an ask role play that ask role, play responses to objections, role, play the whole thing because that’s 1 of the additional ways that you can start to teach and transfer those soft skills. In addition to all of the things that Pam and Jeremy said.
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Pam Sterling: Great question.
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Lisa Scott: Yeah.
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Derek Drockelman (he/him): We just had a a good question from Shoki about
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Derek Drockelman (he/him): ongoing trainings or webinars on how best to use the high touch module and for now our stopgap is if you’re in revolution. Crm, and go over to help. There actually is a page there of a number of recorded trainings and both the help files are getting a big refresh here.
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Derek Drockelman (he/him): very soon. I’ve been working on the design, and it’s it’s lovely, so it’ll, it’ll be much easier to use. And then we’re also looking at kind of re-recording and putting together some new training sessions for for high touch. And then we’re also looking at our strategy for kind of more group or kind of, you know, kind of
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Derek Drockelman (he/him): on demand types of of training for 2025. So we’re working on that. And of course, you can always reach out to your account team and your account team would be more than happy to to work with you, to kind of understand what the training need is, and then to help us figure out the best way to to get your team trained on that. So that’s the short answer to that question.
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Ami Fish: One little addition to that is that he and the product team have been working kind of a 1 pager. And so we’re working on refining that, and we’ll be able to post that to help, and we can even make sure that that’s highlighted in an upcoming newsletter when that’s ready, so that folks know it’s there.
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Derek Drockelman (he/him): That’s great.
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Derek Drockelman (he/him): Let let me ask a maybe a follow up question. To to Lisa Pam and Jeremy. You know
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Derek Drockelman (he/him): I think you’re right on that, just because you hire somebody for a job or put them in the seat that they’re suddenly gonna know
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Derek Drockelman (he/him): how to do it all when they’re not you, you know. You kind of need to be able to see and kind of watch sometimes, or at least that’s how I learn best.
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Derek Drockelman (he/him): you know, rather than just kind of, you know, reading the manual. Right? Okay, this is how you ask for a gift. And you talked a lot about
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Derek Drockelman (he/him): kind of leveraging your internal rock stars or superstars. Right? I I think I keep seeing that the average tenure of a gift officer is anywhere from what? 12 to 18 months, or 18 to 24 months. So what do you?
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Derek Drockelman (he/him): I think there’s no right or wrong answer. But how does an organization
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Derek Drockelman (he/him): do that when the turnover is kind of so high in that role, like what are
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Derek Drockelman (he/him): what? What do you think organizations are doing wrong, that that you have folks uprooting themselves and going to the next place so so frequently.
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Derek Drockelman (he/him): Do you want me to.
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Jeremy Cramer: Take this guys.
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Lisa Scott: Yeah. Go ahead. Please. Start.
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Derek Drockelman (he/him): And I don’t mean I’m not trying to stump the chump, but like I.
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Lisa Scott: No, no.
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Derek Drockelman (he/him): Good luck. I got the Xbox here.
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Jeremy Cramer: It. It’s a great question. And I think there, there’s 2 simple but very complicated answers Derek. I think 1st organizations don’t develop their people
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Jeremy Cramer: and usually people. Well, there’s 3 reasons people leave.
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Jeremy Cramer: This is what the research reveals, one. They don’t. They don’t like their manager.
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Jeremy Cramer: People leave largely because of people, and if they’re not. Lisa alluded to this, but all of us at work. So I studied child development. In college. I was going to be a teacher. And there’s child development theory that I actually think applies to the way that we need to treat our people at work. People need 3 things. They need to feel normal.
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Jeremy Cramer: They need to feel competent, and they need to feel loved.
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Jeremy Cramer: Normal is that there are other people like them that are going through the same challenges which requires us to build community around them. Which I which is why I love what you’re doing with this community of practice competent. They have to feel like they can do their job with excellence. And and typically, they’re not invested in
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Jeremy Cramer: and loved is they need to be appreciated and nurtured. And we work so fast in organizations that we don’t do. And if you miss one of those 3 things.
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Jeremy Cramer: someone’s gonna leave and number 2. It’s building off of the first.st But we have to invest in the professional development of our staff. And 3, rd we have to be able to show them a path towards future salary increases and title increases in our institutions. And without those 3
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Jeremy Cramer: people leave. And I I just think it’s it’s 1 of the the biggest issues that plagues our sector, because the research shows when someone leaves it costs one and a half times someone’s salary in lost fundraising revenue and the ability and hiring costs to find their replacement. It’s just a shame.
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Pam Sterling: I’m just gonna
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Pam Sterling: reiterate that with something or underscore. That was something that Lisa said earlier. And I just want to reiterate it because it’s really
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Pam Sterling: important in terms of a retention strategy.
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Pam Sterling: And as Jeremy was saying, when you build into your people.
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Pam Sterling: there are these things that I you know, Jeremy saw at both facing history and city year that are kind of the unexpected outcomes, and
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Pam Sterling: the 1st is competence. When people are more competent, they’re more confident. So the more skill we give them, the more confident they’re going to be.
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Pam Sterling: But it also builds community
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Pam Sterling: when people have a there, when there’s a shared language when there’s a shared common goal, when there’s a shared approach.
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Pam Sterling: people feel like, Oh, we’re all in this together, and that community the community itself.
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Pam Sterling: Causes people to stay. It’s like, I don’t want to leave. This is my family
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Pam Sterling: right? And so those are really important sort of
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Pam Sterling: we think of them almost as byproducts, but they are, they are. They are essential.
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Pam Sterling: And part of the reason why building into
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Pam Sterling: investing in that individual infrastructure is so critical because it builds that kind of community competence and confidence that
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Pam Sterling: makes people want to stay.
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Lisa Scott: And that’s why all of those components we shared in the framework are important. You can’t ignore any one, because all of those things together are what create those by products. And it ends up being just an incredible retention strategy. I promise, if you, if you follow that framework for your organization. You’re gonna find that you hold on to people for a lot longer, and they’re a lot happier.
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Derek Drockelman (he/him): Like that.
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Pam Sterling: And let me just
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Pam Sterling: just give a sneak peek. Because and I know that there’s some people have left a little bit early, but
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Pam Sterling: in a moment. We’re going to be sharing with you an opportunity where we could work together with you. And so I want just want to make sure that.
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Derek Drockelman (he/him): Oh, please, please go ahead. Do you know that.
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Pam Sterling: We talking about that.
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Derek Drockelman (he/him): Ahead because we can always spin back to more questions and and conversations. So yeah, please.
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Pam Sterling: I’m going to switch over to Jeremy. Then.
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Jeremy Cramer: Yeah, I’ll I’ll be. I’ll be really quick, just because I know folks, Pam. Thank you for for prompting that, because folks are are need to transition. But we we wanted to.
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Lisa Scott: And Pam, if you could share the slide, too. Thank you. Sorry, Jeremy.
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Jeremy Cramer: No, no worries, thank you. We wanted to offer
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Jeremy Cramer: an opportunity, either as a collective of roy clients, or if you’re a large
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Jeremy Cramer: federated organization with lots of different offices. We can work with you individually. So there’s a cohort model, or there’s an individualized model where we could offer a 6 month program to walk you through everything that Lisa shared with you in our framework. The training is that participants will be taught
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Jeremy Cramer: all of our proven business processes for securing 6 and 7 figure gifts will cover every stage of the the Strategic Relationship Management Cycle and will give you a framework which is the most important thing for conducting the most effective pipeline meetings that you’ve ever had. That’s where everything comes together will help you achieve the quick wins that Pam was telling you about from day one
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Jeremy Cramer: by mentoring your Development Director, your CEO, if you’d like your board chair, can be involved with to focus on your highest value prospects and begin putting this work to action on day one.
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Jeremy Cramer: And then Pam is truly a coach of coaches, and our training model supports the executive director with 12 sessions of breakthrough performance coaching, coaching, which focuses on helping the better, helping the best get even better. And we wanted to offer this to you guys, and I’ll hand it over to Lisa just to share a little bit about how you can apply for this opportunity.
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Lisa Scott: Yeah. So on the next slide, we’ve got just a few things to share. So if you are interested in our support in helping you implement this framework. The 1st thing you’ll want to do is go to our website at Tgp hyphen consulting.com forward, slash, apply, and just send in a short application. By October 15.th There are just a few questions there
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Lisa Scott: that help us get a sense of where you are the level of support you have at a leadership level and some of the the challenges that you want to overcome. And so from there we’ll review your application. We’ll schedule an interview of with your CEO and your Cdo. And board chair, and anyone else. It makes sense to include and we’ll do that between now and the end
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Lisa Scott: the year. Then in January we’ll notify folks along with the program schedule for the cohort, and our intention is to bring to begin that work in the spring. So that’s sort of the quick, nitty gritty of how you can apply if you’d like our help with this work.
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Derek Drockelman (he/him): And I also dropped a link to
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Derek Drockelman (he/him): to the application there in the chat, and that’ll also be included in the the email that will go out early next week along with the recording as well.
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Pam Sterling: Just to make sure didn’t get lost. I think we’re looking at the maximum number of organizations as part of the cohort. Lisa will be.
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Lisa Scott: Well, we’ll see what number comes through. But typically we try to keep the each cohort to a maximum of 10 so that way. We’ve got
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Lisa Scott: plenty of time and enough space to really be in community together and be in dialogue together, because there’ll be a number of live sessions. Where we get together, we talk about the things we’ve learned. We do role play. We do activities, we have discussions in a safe space where people can be vulnerable. So we’ll we’ll cap the size of the the cohort.
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Lisa Scott: Whether we’re doing that, you know, for Federated organization. You might have 10 chapters or sites participating, or if we’ve got different organizations participating, we’ll sort of cap it at 10, and then schedule another cohort. If there’s if there’s more interest.
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Jeremy Cramer: Lisa. There’s a question in the chat from Karen Engstrom, who asks, what are the key roles at an organization that benefit from this training, I’m thinking it involves fundraisers and leadership as much as crm managers. How would you answer that.
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Lisa Scott: Okay? So when we do this training, there are several roles that we we take through this for a lot of the core business processes. We’re certainly looking at your development team, at your CEO,
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Lisa Scott: at keyboard members who are engaged in fundraising and even programmatic folks who are involved right because they are the content experts and they have a role to play in fundraising, too, and a very important one. And so we’re we’re looking at sort of all of those roles. But even beyond that there are certain portions of our training
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Lisa Scott: like transformational storytelling, where every single person in the organization is welcome to be a part of that and listen to it because each and every person who interacts with the donor, whether it’s the the person at the membership desk that they’re calling or someone who greets them at reception. Right? Everyone is a fundraiser, right? This. This work creates a culture of philanthropy
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Lisa Scott: that extends far beyond development. And so we want every single person to be able to tell a meaningful, transformational story that inspires a donor, so that every single contact they have with someone just takes them further and further, in sort of their excitement and their willingness to commit to your organization. So
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Lisa Scott: in essence, absolutely development, absolutely your your CEO and your volunteer leadership. But also some of this sort of goes beyond your organization. Name extends into your programmatic teams as well as all folks who are interacting with donors. So great question. Thank you, Karen.
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Pam Sterling: And I would just say, if there’s any part of you that feels like this
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Pam Sterling: could be a next step for your organization
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Pam Sterling: to go ahead and and apply. Go ahead and click on the link and apply
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Pam Sterling: you know we don’t want you to feel like you have to have everything all wrapped up and know everything is there’s this isn’t like you’re making a commitment by applying but I I think having a conversation together, will really
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Pam Sterling: help us, and you know whether this is the right fit and the next the best next right step for you and your organization. So I really want to encourage you. If there’s something that’s intrigued, you and what we’ve talked about, and the results that our organizations have had in the kind of the 2 infrastructures that we focus on through both cohort models and also individual working individually with organizations.
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Pam Sterling: Go ahead and apply. And you know, we’ll we’d love the opportunity to meet you and talk with you and learn more about kind of what it is that you would love to accomplish what you you know what is? What are your big, bold goals, and and how we might be able to support you in getting there.
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Pam Sterling: It’s like there might be some more questions.
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Derek Drockelman (he/him): Yeah, it looks like here, Shoki asked. Will there be a cohort of Roy users or Crm managers or Roy analysts a cohort from a technical use. Perspective.
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Derek Drockelman (he/him): my guess is, shoki, that
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Derek Drockelman (he/him): that you’re probably looking more at. Kind of alright, how should we be setting things up and using things in revolution serum. I don’t want to put words in your mouth, though I think that’s really going to be part of that community of practice that Amy’s going to build as well. So whether you take part in Tgp’s cohort or not.
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Derek Drockelman (he/him): The folks at Roy we are planning to find ways to get high touch users together more often, so that you can kind of share tips and tricks and questions and frustrations and big, bold, beautiful goals and big, bold accomplishments that that you’ve made as well. So that’s probably the answer. There, although I’m sure that
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Derek Drockelman (he/him): you know again, right as part of tgps work with their clients. Part of the infrastructure, right? Are the tools that people use. And so I’m sure that there’s some of that where it’s a alright. This is how you all need to work together and and to do that, you need to use systems similarly as well. So I’m sure that would come up as part of those discussions, too.
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Derek Drockelman (he/him): Am I? Am I right on that front.
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Ami Fish: Thank you. Derek, too. That was stated perfectly.
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Derek Drockelman (he/him): We’re at 3, 43, and
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Derek Drockelman (he/him): we’ve had a lot of folks hanging. So this is this is awesome.
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Derek Drockelman (he/him): Any other questions, or Pam Lisa and Jeremy any any other points that that you wanted to make before we kind of flipped over here into talking about the cohort.
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Jeremy Cramer: I don’t think so, Derek. Thank you for the chance to
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Jeremy Cramer: to present today. It was a lot of fun.
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Ami Fish: You all. I appreciate you.
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Derek Drockelman (he/him): Thank you. Yeah, thank you. This is, I think this ended up being much more fun than a regular old boring webinar where it’s, you know, we’re kind of unmuting people on the fly and letting them ask questions, and it’s fun to do that. Mix things up a little bit.
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Lisa Scott: Well, I loved it, and it’s great to be in conversation with everyone. So so, thanks for joining and we wish you just the greatest fundraising success. Right? All of you are working for organizations that are doing such wonderful, beautiful, meaningful work, and so so thank you
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Lisa Scott: for allowing us to have some of your time today. This has been fun.
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Derek Drockelman (he/him): Thank you so much.
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Pam Sterling: Thanks for.
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Derek Drockelman (he/him): It’s a.
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Pam Sterling: Everybody.
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Derek Drockelman (he/him): It’s been an absolute pleasure working with you. Lisa, and Pam and Jeremy just even preparing for this right? It’s whenever you can get together and kind of laugh with folks and and share stories and share kind of, you know, ambitions for you know, for forward progress in the nonprofit sector. You kind of know who your people are, and thanks so much for
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Derek Drockelman (he/him): for being our people. This is this has been fun.
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Derek Drockelman (he/him): yeah.
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Ami Fish: Do see one other question that I wanted.
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Derek Drockelman (he/him): Go for it. I was just gonna hit that, too. Go for it.
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Ami Fish: Tanya was asking about the Roy. I think they were going to call it the Roy High Touch Community, just to kind of make sure things are distinguishable, distinguishable. We wanted this to be the foundational presentation, as I said at the top, that we felt like so many of the organizations that we talked to, and the client services team every week are asking a lot of these foundational questions. So we wanted to make sure you had the introduction to the transformational giving playbook and some of the core concepts that that Lisa, Jeremy and Pam went over today.
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Ami Fish: We’re going to be planning to do some more community things as Roy users of this module and some of that is going to come out of the questions and feedback that we got in today’s session.
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Ami Fish: Some of that’s going to come out of other interaction you might have with your account team. And then, of course, we’re working with Tgp. To hear what they hear from you, to see what we can be helpful with as well. So it’s a multifaceted approach, and I think that the probably the soonest that we would meet. Now, given that we’re about to launch into Q. 4. And the most busy fundraising season is that we’ll probably wait till
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Ami Fish: after the 1st year, to have the next community meeting.
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Derek Drockelman (he/him): But definitely, what I’d say is, let your account team know if this is something you’re into, and you’re really looking forward to kind of the more people that we hear from kind of the the better the critical mass, and the better we’ll be able to kind of start to corral ideas, so that then when we do hit a good time in the calendar, we’re gonna be able to kind of pick up and and move quickly. So we’re gonna be noting everybody
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Derek Drockelman (he/him): you know who attended this, obviously. And then those folks that let their account team know that their organization would love to continue the conversation, and we’ll use that as the basis for starting some of that planning.
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Derek Drockelman (he/him): Alright.
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Derek Drockelman (he/him): Well again. Lisa, Jeremy Pam, thank you so much. This is really a lot of fun. And it was great to to chat with you today and
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Derek Drockelman (he/him): I I know I would love to go through your training. So I’m going to start working with Amy on that to make sure that I’m able to budget that for next year. So.
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Lisa Scott: Oh, wonderful! Well, we’d love to have you.
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Derek Drockelman (he/him): Okay.
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Derek Drockelman (he/him): thanks, so much.
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Lisa Scott: Well, thanks, so much thanks for.
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Ami Fish: Everyone.
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Derek Drockelman (he/him): Thanks.
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Lisa Scott: Repeat for us, really.
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Lisa Scott: Bye-bye.
