It’s a pretty standard 12-question, 10-15 minute phone exit interview, designed to gather client feedback so we can improve our services. But it’s the 12^th question that often tells me the most. That question is “Is there anything that we haven’t covered today that you would like to talk about?” The typical answer is, “No, that was really thorough… (then there’s a pause and I think, wait for it) – well, I would like to say…”

There’s two ways that this exchange can go. One, they reiterate a particular point they made earlier in the interview. This is what they feel the strongest about, so I listen carefully. Two, they tell me something that bugged them that they weren’t going to mention because it felt silly/petty/inconsequential, but since I asked, now they’ll share it. Some people praise to the stars, others grouse. Some don’t see how their experience could have been better, others are happy to give me a very specific list on how we could have done better. I listen, I write it down, and I share it with my colleagues. We learn, we improve, and we bring it back to you.

So next time you are talking with a donor, at the end of the conversation, ask her if there’s anything else she’d like to talk about, anything you haven’t discussed, but might be on her mind. And then, wait for it.

We can serve as a:

• Confidant – a safe and understanding ear for a CEO, Development Director, or board member to talk to about the organization’s challenges and their own challenges in dealing with the organization
• Translator – interpreting visionary ideas so that they will inspire both insiders and outsiders in the community
• Coach – working one-on-one to prepare someone for every contingency that may come up in the day-to-day reality of nonprofit leadership
• Change agent – a neutral outsider who can work at multiple levels within an organization to facilitate lasting institutional change

Just like many of you, I love bringing in the big gifts, but at the end of the day, the other aspects of being a fundraising consultant – building relationships and affecting change – turn out to be just as satisfying, if not more.

1.  Will significant change be required in order to achieve your fundraising goals? Counsel can be extremely helpful when trying to shift staff, systems, or a board of directors in new directions, particularly when time is of the essence due to budgetary requirements or other strategic needs. Even the most accomplished fundraising professional can benefit from additional support to plan for and implement fundraising goals that are beyond “business as usual.”

2.  Does your organization have the bandwidth to absorb counsel? In other words, are staff and volunteers prepared to make the financial and time investments that are required for success? With consulting, you get what you pay for. The most effective fundraising counsel is outcomes-based, which means you should begin with a frank conversation up front about what actions are required by both you and your consulting team to accomplish your goals.

3.  Would you be better off hiring permanent staff?  Like Mary Poppins, a fundraising consultant will eventually leave you, but a good one will make sure you are in a position to take care of yourself long after they are gone. Some tasks, such as cultivating new donors, making an ask, or closing a gift are better done by permanent staff or committed volunteers. Counsel may coach you or even go along on these calls, but someone who’s sticking around needs to be involved as well.  

My friend nodded and considered what I said.  She’ll think about it and talk with her executive director and board chair to decide what they really need – or don’t.