Defining Your Terms: speaking a common language

If all of the gift officers within an development/advancement office have a different idea of what the term "major gift" means, how can anyone expect the team to be high performing when they are not all speaking the same language. We tend to operate under the assumption that everyone knows exactly what we mean when we use a particular term.  It is the lack of well defined definitions that often leads to larger misunderstandings between colleagues.  The best way to remedy this is to create a list of all the common terms that are used, and define them ... IN WRITING.   Here are steps that one might take in order to compile, define, and distribute a definition list:

1.)  Figure out what all the common terms are.  While some of the terms may seem to have obvious definitions, do not assume that everyone would agree.  It is best to define all common terms to insure that there is no grey area on what something actually means. 
2.)  Do not create definitions in a vacuum.  You need to get input from key team members on how to define each term.  You want you definitions to take all aspects of the work into account.
3.)  If there is one term being used for multiple purposes, see if there is a unique term taht can be used for each purpose.  One term with multiple purposes is a recipe for confusion and misunderstandings, so try to avoid this if possible.  If you cannot avoid one term having multiple uses - you need to be very clear and very specific about the variations of the same term.
3.)  Once the definitions are done, run the list past top management in your department. Buy-in from the top is essential.
4.)  Debut the list in a team meeting.  Go through each definition, and have everyone ask questions and give input and feedback.
5.)  If necessary, refine a few of the definitions based on the feedback from the team meeting.
6.)  Distribute the document containing the shared definitions in a hard copy AND electronic copy.  You want this to be a reference document that sits on top of everyone's desk.
7.)  Review the list annually.  Over the course of a year, you may have new terminology, you may need to retire old terminology, and you may need to refine some previously defined term.

Permanent Stewardship - don't fret over the term, fret over the donors

Over the years, as I have implemented prospect management systems at various organizations, there is one common point of resistance - which is over the term "Permanent Stewardship".  We can all agree that there needs to be a way to segment out those donors who have been generous to your organization in the past, but who are not going to give another major outright gift in their lifetime - because you need to steward these donors differently.  And yes, we all realize that these people may very well make a large gift in the way of a bequest or other planned giving vehicle, but they are no longer donors that need to be cultivated towards a major gift using the traditional cultivation cycle.   Inevitably I find that the resistance is always over the terminology, and never about the definition.

While other organizations may use a different term: Perpetual Stewardship, Lifetime Stewardship, Ongoing Stewardship, etc., you could call them Zebras or Kumquats or Unicorns - because the term is simply a code that you use internally to identify who belongs in a particular segment of your total pool of donors.  At the end of the day, it is less important what you call this segment of donors and far more important that you have a plan for how you want to engage them and steward them for the generosity that they have shown your organization.  Equally important is that you have a point person to oversee this segment so that they can make sure these donors are being stewarded appropriately.

The Basics for Prospect Strategy Meeting

Whether you have a team in your office doing research and prospect management, or if you are a small shop where you are the sole researcher - holding prospect strategy meetings is an essential part of the larger prospect management process.  You can implement these meetings even if you do not have a formal prospect management "system" in place.  However, having a formal system in place will make it easier to get buy-in from the top leadership in your office.

What is the purpose of a prospect strategy meeting?


To create strategies for how the gift officer will cultivate, solicit, or steward individual prospects in their portfolio.

Who should attend a prospect strategy meeting?

As many people as possible.  In my meetings I invite Research, Principal Giving, Major/Leadership Giving Officer, Annual Giving, Planned Giving, Donor Engagement, and Corporate & Foundation Relations, as well as the Vice President of Advancement and the Director of Advancement.   They may not all be able to make all of the meetings, but you want to be inclusive - because different segments of your team can offer a different approach to creating a strategy.

How do you create an agenda for a prospect strategy meeting?

Ask the gift officers to submit names of prospects in their portfolios of specific prospect that they feel "stuck" on.  The idea is that the gift officer will submit names of prospects that they need help creating a strategy for.  Depending on the length of your prospect strategy meeting and the number of gift officers, you will want to limit the number of submissions they are allows to give you for each meeting.  Send the agenda out one week prior to the meeting to give the gift officers time to prepare for the meeting.


What are the common pitfalls of the prospect strategy meeting?

Hijacked Meetings:  Above all else, you cannot let anyone hijack the meeting.  If a colleague wants to add an agenda item that is not in keeping with the purpose of the meeting, then it is NOT an agenda item for a prospect strategy meeting and you should recommend that they move it to a meeting that is more appropriate for the item they want discussed, or that they call their own meeting.

Skipping Meetings:  Never skip a prospect strategy meeting.  If you put together a good agenda, anyone who regularly attends your meeting will be able to follow the agenda and run the meeting in your absence.  Likewise, even if only a small handful of attendees can make the meeting, you will still hold the meeting.  The idea is to brainstorm, so you need at least 2 people in the meeting, and ad long as you have that - you can meet.

Gift Officers Did Not Submit Names:  If the agenda looks a bit light because gift officers did not submit enough names to fill the allotted time for the meeting, then go to research for names.  Research, almost without fail, will be able to find you several names of prospects who could be discussed - and the Gift Officers will still need to be prepared to talk about names of their prospects that research has submitted.


What are the desired outcomes from a prospect strategy meeting?

To create strategies that will help a gift officer cultivate, solicit, or steward their prospect.  Ultimately these strategies should help the gift officer to move the prospect along through the cultivation cycle, or determine that the person is not actually a prospect (in which case you release the prospect from the portfolio).

How do you know if these meetings are working?

Within each prospect strategy meeting, set some time for the gift officers to discuss how they have implemented strategies from prior meetings, and what the outcome of that was.  It is helpful for the entire team to hear what has worked and what has not worked, and it also allows the opportunity for the team to offer additional suggestions.