Developing Your Stewardship Programme. Paul Cartwright

Transcription

1 Developing Your Stewardship Programme Paul Cartwright Monday 6 th March 2017

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3 NLP Neuro-Linguistic Programming Models of Excellence fundraising outcomes and personal development Watch out for the star!

4 Free stuff Monthly newsletter Free book Normal Loaded People

5 Personalised engagement opportunities Natural advocates for your work Collaboration with other teams

6 Question What s the most important thing to know about your supporter to keep them engaged with your organisation?

7 Motivation

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9 Motivation: keep an eye out for the gorilla! Affinity to cause Self actualisation Relationships/networks Social recognition Belief in cause Cultural or family duty or responsibility Catalyst for societal change Mutual benefit

10 VIP Values: what's important to them? Involvement: how do they want to be involved? Purpose: Why do they give you money?

11 Motivation Key to providing excellent engagement opportunities is linking: Donor motivation + your work = engaged supporter

12 Personalised engagement opportunities Stewardship vs. Engagement

13 Personalised engagement opportunities Stewardship: the office, duties, and obligations of a steward Engagement: the action of engaging or being engaged. Traditional stewardship is no longer enough

14 Letter Service visit Face to face meeting Traditional stewardship Call Card

15 How we re raising our game Stewardship vs. Engagement

16 Traditional stewardship Birthday card from fundraiser

17 Engagement Birthday card presented to supporter by the children she s supporting, made by the children

18 Traditional stewardship Written case study in an update (after gift)

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20 Traditional stewardship Thank you letter from fundraiser

21 Engagement Hand-written thank you from beneficiary

22 Maddie and mum Penny

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24 Summary Understand your donor s motivations NLP technique: VIP questions How can your charity fulfil your donor s motivations? Level up from stewardship to engagement

25 Natural advocates for your work Most likely to be your closest supporters Natural advocates need two things: 1) Passion for your charity 2) Knowledge of your work

26 Natural advocates for your work Do they know what you do?

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31 Feedback We re unsure about what you do

32 RNIB Traditional organisation Royal National We do good work Guide dogs They don t know enough

33 Our stewardship isn t working Not enough time to read CEO brief Unsure about what we do as our work is so diverse People don t understand the challenges faced by people with sight loss

34 NLP tip There s no failure. Only feedback.

35 NLP tip If you do what you ve always done, you ll get what you ve always got

36 So what are we doing with that feedback? Feedback: Not enough time to read CEO brief Trial: We re presenting fun, informative snippets

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38 So what are we doing with that feedback? Feedback: Unsure about what we do as our work is so diverse Trial: We re telling more stories

39 We said our goodbyes and she started to cry. I promised I would call in the afternoon, after I had spoken to the staff at the home, as I needed to make sure we could accommodate her and her needs. I was in bits as I left, and so was the care manager. Today we made a difference; we will be welcoming this lady to our care home next Wednesday. When I phoned her to tell her the news, she cried - happy, tears of joy. Days like today make my job so worthwhile.

40 So what are we doing with that feedback? Feedback: People don t understand the challenges faced by people with sight loss Trial: We re putting supporters into our beneficiary s shoes

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42 RNIB and Virtual Reality RNIB have produced an app which simulates various different sight loss conditions. Been developed specifically as a fundraising tool to raise awareness of sight loss.

43 Summary Natural advocates need two things: passion and knowledge Do they know what you do: ask your donors for feedback NLP: There s no failure only feedback If you do what you ve always done, you ll get what you ve always got

44 Collaboration with other teams Secure fundraising information Organise supporter tours/visits Access senior management/ceo Brainstorm creative engagement

45 Key to collaboration with other teams? Internal rapport

46 Treat internal teams like major donors

47 Research: ensure you re talking to the right team for the info you need

48 Contact: who s the best person to speak to? Budget holder? Head of the service? Head of department?

49 Cultivate: embed culture of fundraising help them understand what you do Take the time to know what they do. How can you benefit each other?

50 Ask: what is it you specifically want/need? What? When? How (format)? Timelines

51 Thank: share good news with them and the organisation Facebook at Work

52 Steward/Engage: updates on gifts/invite to major donor events to meet the donor Invite to major donor meetings to update the donor > personal engagement > referrals Thank you cards/cakes/lunch/tequila

53 NLP: Are you more Dog or Cat? Which one are you talking to?

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55 People who are more cat Cats tend to have an aloof persona: Authoritative demeanour Flat-toned voice turning down at the end Body language is calm and still Tend to command immediate attention Tend to pause more and breathe low down in their stomach Cats need respect

56 Typical cats

57 People who are more dog Dogs have a more approachable style: More friendly demeanour Voice pattern is lilting and turns up at the end Open palms when speaking Smile and nod more Tend to breathe faster and therefore breathe high up in their chest Dogs need affection

58 Cats and Dogs Around 70% of the Western world are dogs, 30% per cent are cats Many people in leadership roles are incredibly cat

59 Building rapport They key to building rapport with someone is to: Recognise whether they are more cat or dog' Subtly match and mirror their communication (body language/tone/words)

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61 How to build rapport with a cat Match their cat

62 How to build rapport with a dog Be more dog

63 How to break rapport with a cat Go overboard with being a dog

64 How to break rapport with a dog Be a complete cat

65 Building rapport Once you ve built rapport with someone, you will be able to lead them in your discussions Pace, pace, pace.and then lead

66 Summary Treat internal teams like major donors Let them and the wider organisation know the difference they have made NLP: Cat or Dog? Match their communication style accordingly

67 Free stuff me: Website: