Contradictory to their duties and obligations to the organization, some staff and volunteers actually avoid soliciting major gifts.

Of course, we all know they do it with the best of intentions, hoping to save someone the embarrassment they believe would accompany an ill-timed solicitation or a demonstration of insufficient knowledge of the donor. But in reality, they are only hurting the organization and the clients it strives to serve.

Here are the ten most commonly asserted reasons – actually, they are excuses – for not pursuing major gifts.

1. Our constituency database is incomplete, and the donor records are sketchy. We risk embarrassment by going into a visit with incomplete records.

In truth, incomplete data about a donor or prospect ought NEVER to impede the organizational leadership’s highest priority of directly engaging major gift prospects. A weak database is an old dodge. Organizations that press on in pursuit of major gifts, despite inadequacies of the database, will secure major gifts, and those that do not, will not.

2. We need to conduct more prospect research before we begin pursuing him/her.

Research is great, when you have it. But the best way to get it is (a) read the hard-copy files, (b) spend 10 minutes on Yahoo or Google, and (c) visit the donor or prospect. The visit’s the main thing! You won’t be expected to know much about him/her. In fact, a few softball questions that allow the individual to relive some history with the organization is a wonderful approach. And afterwards, generate a “call report” by writing down what you learned about the prospect.

3. Our board members are not wealthy. They know people, but are not themselves capable of giving major gifts.

This is a much bigger issue, requiring a vision and plan for developing a robust and generous board over time. But for now, everybody – board and staff alike – can and should support at whatever level possible. The culture of “expectation” needs to be nurtured, as uncomfortable as that might feel at first. By setting a major gift benchmark for board and staff, you will be surprised how they will creatively meet those established expectations. The most successful boards communicate giving expectations at the time of new member recruitment, and revisit those expectations whenever necessary. And the most successful employee fund drive I have ever experienced came at a time when staff had not received raises in over three years!

4. She will do anything we ask, but made it clear she doesn’t want to ask people for money.

Every staff person knows that one special volunteer. She’s almost a saint. She loves the mission of the organization, and gets teary-eyed seeing lives saved and changed. She attends all the meetings, and champions the cause like an international ambassador. But her reluctance about asking for money is actually a fear-based resistance that is rooted in her psyche. She hasn’t yet discovered the exhilarating joy in that moment when “gift” and “cause” come together. You see, lives are changed in that moment, the donor and solicitor both. In that moment of transformation, a quality of rapture arises from within.

5. Our organization is the “best kept secret” in the region; we should host some public awareness events first.

Which came first, the chicken or the egg? The question has no answer, but neither does the question of whether to first host public awareness events before pursuing major gifts. In truth, do both. But do not delay in your pursuit of major gifts, as you will invariably fail to yield much needed support. Can you afford to ignore low-hanging fruit that is ripe for harvest today? It is by making your case, one major gift prospect at a time, that you will increase awareness for your organization and win their generosity.

6. The slowing economy, languishing stock market, high gasoline prices, etc., will undoubtedly affect charitable giving.

Immediately following September 11, 2001, I heard fundraising executives and executive directors make such declarations, and it bothered me. I disagreed without even having to mull it over. After all, we know people do not like to give away money, and yet we also know people love investing in a worthy cause or a good idea. The events of 9/11 could not change that fact. Some of my longtime mentors agreed with me that, in times like that, people will give over and above to those organizations that don’t hesitate, but instead step-up their major gift fundraising efforts.

7. We never want to ask too soon…or for the wrong amount…or for the wrong project…etc.

And on the other side of that coin, you never want to deny a donor a genuine, well-executed opportunity to support the cause while you sought to divine the right time, amount, and project. Active and ongoing donor cultivation will lead you to what is right for the donor. And if you err, let it be on the side of asking. Nobody is put off because you did what you promised to do for a worthy cause, but people will be put off when you neglect to. Indeed, it is by asking and then reading a prospect’s reaction that you are able to identify objections and then help him/her overcome any issues or concerns. By asking, you’ve elevated the conversation and the relationship to a more relevant plane, one on which lives are changed.

8. We should save him/her for the upcoming campaign (or some other big project).

No matter how much money someone gives, unless it’s an end-of-life gift, it’s not the last gift you’ll receive, and probably not the largest. Given that, right now your organization needs funding to save and change lives. People have needs today that your organization cannot meet unless you ask for that gift today. So don’t wait for the campaign. The donor will make a major gift then, and if not, that’s okay because together you both made an impact today!

9. His/her situation has changed (grandchildren in college, an ailing loved one, business troubles, lawsuit, etc.), so this just isn’t a good time.

I once tried to talk a lady out of making a gift because I thought it would put her in a financial bind. She persisted and I decided to shut up. After some reflection, I realized that if I had prevailed in dissuading her generosity, I would have denied her the joy and satisfaction of having made a difference in people’s lives. It’s too easy to assume people won’t give, but it’s far more important when we give them the chance. If they don’t wish to give, that’s okay. No harm done. But assuming they won’t or can’t is a judgment experience has taught me I don’t have a right to make.

10. He/she is completely committed to another organization, and won’t be interested in this one.

Much like #9 above, this attitude assumes we know what’s in the prospect’s interests better than he/she does. I’ve learned not to assume so boldly. And I have also learned that I feel a great deal of satisfaction in knowing that I did the best I could…I made the Ask…I extended a genuine opportunity to support the cause. And that’s all I could do. But you know what? Some of those I thought wouldn’t, actually did give. And they will for you too.

Paul Ransdell is a senior fundraising consultant with The JCC Group in Lexington, KY. He can be reached at (859) 285-1583.