The Six Steps to Using the Asking Model

Asking someone for a gift. It’s the most intimidating part of fundraising.

But most asking strategies are focused on simply getting the money; some of them even border on manipulation. That’s not an effective method. Instead, you need to adopt an asking strategy that honors the donor in the giving process while asking effectively.

That’s why we created the Veritus Group Permission-Based Asking Model™. Think of it as a framework for more authentic dialogue. No more guessing what your donor is thinking or making assumptions about what’s going on for them. This is about respecting the donor, holding them in high esteem, and treating them as an equal to fulfill their passions and interests.

At Veritus, we have plenty of literature about Permission-Based Asking, but once you get the basics, I want to be sure you’re able to successfully use the model with a donor. That’s why I’ve come up with six steps to make that possible...

1. Know your donor.

I love when fundraisers are eager to start asking for gifts. The problem is that most asks are done poorly. A lot of advice out there starts with phrases like “create a need statement” or “establish a theme.” Though important, you should always start with the donor (Who are they? What do they need in this relationship?), the most important part of the equation.

To start, the MGO should do the obvious and research your donor online. They’ll likely find out about jobs, awards, assets, interests, and connections. Another path is to simply ask your donor! An MGO’s own intense curiosity is probably the best source of information. Once in contact, asking a lot of questions about their interests, inclinations, involvements, and passions is a key to finding out what motivates them.

2. Know your program.

While I’ve met many MGOs who have a great grasp of their organization’s programs, I encounter too many who have been at their non-profit for years and don’t really a clue about them. There could be a number of reasons for those in the latter category, but the bottom line is this: MGOs can’t expect to be successful if they don’t know their program.

There are several steps to achieve this. First, understand your organization’s budget––spend some time with your top finance person to gain a clear understanding of your incoming and outgoing funds. You also want to make sure there is agreement between management and administration about funding a specific project. Second, actually get to know how each program category works. The great MGOs spend 30-40% of their time engaged in learning the programs alone, because they need projects to be effective.

Third, you’ve got to be emotionally connected to the program. An MGO cannot stand outside of the emotional impact of your cause and hope to be an effective major gift fundraiser. They need to open their hearts to feel its impact on other people, the earth, and everything in it. Then, crucially, you need to gather stories and pictures to experientially transport your donor into the center of the problem you’re trying to fix.

3. Perfectly match your donor to a program.

One of the greatest problems for MGOs is that they don’t know the passions and interests of each donor in their 150-person caseload. Getting this information is vital, but it takes time and persistence to make sure that your donor is comfortable being vulnerable with you. Once that piece is acquired, you can then start to match appropriately.

There are a handful of ways to start the matching process. Your organization may have a need for undesignated funds, so be open with the donor about the need for flexible program spending. If your cause involves helping people, consider a donor who may want to help a certain gender or age. You can also look for sector matches based on a donor’s interest and excitement level. Ultimately, assess the donor’s enthusiasm, and whether this proposal will be a fulfilling outcome for them.

4. Integrate your presentation into the asking model.

There’s nothing more satisfying to a donor than to be thanked for their giving and to have affirmed that what they’re interested in is also what the organization is interested in. This affirmation is crucial as you begin forging ahead.

The next steps: State the consequences of your organization’s needs not being met. Explain what the program that your donor is funding is going to do about the problem. Talk about the impact the donor’s gift will have. Provide clear budget details. And then describe the gift plan––short or long-term, cash or non-cash gifts, etc.––which is more satisfying than meeting a time-specific quota.

5. Practice the ask.

If you think you can wing this, you can’t. Even if you’re properly prepared, it’s always valuable to practice the ask with your colleagues, who can play the role of the donor.

There are some guidelines: Speak directly to your colleagues, just as if this were a real ask. In turn, they should ask all the potential questions to find holes in the MGO’s knowledge. Do this until the presentation feels natural. A good ask requires good prep, and good prep requires time. Donors will appreciate the effort.

6. Make the ask.

Once you’re ready for the ask, schedule a meeting and make sure you have all your materials. Sit down with the donor, relax, and demonstrate how they can change the world. If they’ve done all their work, they have every reason to succeed. You’ll use the PBA model to ease into the meeting, follow a general outline so you don’t sound too rehearsed, and have a list of questions you feel comfortable asking to learn more about your donor.

Once you reach the moment of the ask, they need to be clear, concise, and precise in conveying the ask amount. It’s a brief statement, like: “I am asking for your commitment of $X.” “We’re seeking your consideration of a gift of $X.” “We are seeking your leadership in …”

When an MGO knows what the donor wants from the giving transaction, has a solid relationship built on trust and openness, and uses the Permission-Based Asking Model as a guide, they won’t wonder what the ask should be. They’ll already know.


Jeff