"...And expanding one's horizons in such ways, being exposed to new information and new possibilities in life, tends to enhance human well-being..."

This week, I’m reading a quote from The Paradox of Generosity by Christian Smith and Hilary Davidson. 2014 edition.

Reflection questions:

• What unique stories can your program staff share about the necessity of the capital campaign?
• How can you best include their stories in the campaign?

Reflections on quote:

At the Nonprofit Storytelling Conference earlier this fall, I had the opportunity to meet Clay Buck, a consultant who has done significant work in helping organizations with more abstract missions connect donors to that work.  One of his key insights is the importance of bringing the stories of program staff to donors. For all types of missions, the stories of program staff have a role in capital campaigns, especially in small towns.

Capital campaign donors are used to meeting with the Executive Directors, CEOs, Board chairs, and Campaign chairs.  Donors capable of making major gifts expect to see the organizational vision, building renderings, case statements, and beneficiary stories. Yet, when we consider the research into generosity, we see that donors want to expand their horizons.  That’s where the stories of program staff, in their own words, can come in. Their stories can make the vision for the building or renovation more real and concrete for the donors.  They can more credibly paint a before and after picture of the day to day impact that the donor’s gift to campaign will have.  Whether it’s a recorded video with a program staff or the inclusion of a program staff on a donor tour, their involvement in the storytelling for the capital campaign stretches the imagination of the donors in greater ways.

To purchase this book: The Paradox of Generosity by Christian Smith and Hilary Davidson.

Copyright: Oxford University Press 2014. Reproduced with permission of the Licensor through PLSclear.

What do you think? Send me a text.

To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

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"...Give, give again and again, don’t lose courage, keep it up and go on giving! No one has ever become poor from giving!.."

This week, I’m reading from Give, an essay from Anne Frank, published in 1959.

Reflection questions:

• Pick a task on your to-do list this week and imagine others in the campaign doing the same task.  What impact does your combined efforts have on the campaign?
  
  
• Where are you lacking in courage? To whom can you turn in our organization or the campaign committee to receive support in that area?

Reflection on quote:

Capital campaigns are huge endeavors. However, each successful campaign is made up of hundreds, if not thousands of small acts by staff and volunteers.  Each of those small acts are an act of courage. When we step back and look at the progress we are making, each of those acts are combining together to create a more beautiful, just, and caring world.  

What is on the to-do list for the campaign this week?  It might be writing thank you notes. It could be meeting with a donor or preparing for the next visit. It could be sending a follow up text.  Each of these tasks may seem insignificant; however, each task builds a foundation for a successful capital campaign.  Those tasks are then combined with the tasks done by other staff and campaign volunteers.  Together, each day, we are creating a lasting change in our small towns together, even when our work feels insignificant.  As Anne Frank wrote, give, give again and again, don’t lose courage, keep it up and go on giving.

What do you think? Send me a text.

To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

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"...More is lost by indecision than wrong decision. Indecision is the thief of opportunity. It will steal you blind..."

This week, I’m reflecting on the words of Cicero as weaved through several of his works, published between 89 BC and 43 BC.

Reflection questions:

• Where you are stuck in indecision and procrastination?  
• How can you bring confidence, hope, or trust in a good outcome to the capital campaign?

Reflection on quote:

Although we have seen a greater vision for generosity in the community building aspects, we still give donors the opportunity to make a pledge or gift during the capital campaign.  And, that’s where we can get struck in procrastination and indecision.  Why does it become so hard to take the first step?  To follow though?  To pick up the phone? To schedule the meeting? To write the note?

Our indecision and procrastination not only affects us, but it robs donors of the joy of generosity when we delay giving them the opportunity to be involved. Indecision can steal from our capital campaigns when we wait too long before asking a donor and they move onto a different cause.  When we are stuck in the misery of indecision and memories of past blunders, we must reflect on the impact that the project will have in our small towns. An impact that is great and honorable and will serve the cause that donors care about.  And, trust that beautiful space of generosity when we invite donors into that space.

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To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

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"...No act of kindness, no matter how small, is ever wasted...."

For some ancient wisdom about donors who don’t give, this week, I’m reading a story from Aesop’s Fables, titled the Lion and the Mouse as told sometime between 620 and 564 BC.

Reflection question:

What kindness can you give to a donor who have previously said no to the capital project?

Reflection on quote:

Last week, we discussed building communities of donors during the campaign. It is easy to fall into the trap of thinking that the relationship with donors is only about asking or thanking.  A donor gives, and we thank them and report back on the impact their gifts has.  What are those donors to your organization who aren’t interested in giving to the capital project? Relationships with donors must be more than just their status during the campaign. 

When a donors chooses not to give to the capital campaign, it can feel like a personal rejection and there can be a pulling back from that donor, which can then feel like rejection to that donor.  Instead, in that moment, it’s important to lean into kindness. It’s looking for the opportunities to give a kind word.  It’s the giving space to the donor to find more meaning in their lives through the other aspects of our cause. It’s the time we spend getting to know them and showing them that we see them for who they are.  A kindness is never wasted in our relationships with donors.

What do you think? Send me a text.

To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

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..."It is the most beautiful, the most noble side of neighbourly love, wherein the word has fully become deed...."

This week, I’m sharing quotes from The Untapped Power of Jewish Fellowships and Forgotten Approaches to Care to connect the practice of hevrot to our work in fundraising.

Reflection questions:

• How are you "thinking in relationship" to avoid depersonalizing our donors to goals or metrics?
• How are you bringing groups of donors together during the capital campaign to create communities of care?

Reflection on quote:

As we plan and implement our capital campaigns, it's easy to forget the purpose of fundraising. At its core, fundraising isn't just about securing donations—it's about fostering genuine human connections built on care and mutual recognition.  The Jewish practice of hevrot underscores this. The article, The Untapped Power of Jewish Fellowships, defines hevrot as small, local voluntaristic groups of individuals who join together to do good works or promote piety. The practice dates to at least the second century.  The research in Forgotten Approaches to Care further explores this practice. 

Rather than seeing donors simply as a means to reach our campaign goals, we recognize them as partners in a shared mission. When we frame our work through an ethics of care, we acknowledge the interdependence that exists between all members of our community.

Think about what makes our campaigns truly meaningful—it's not just the transaction but "the most beautiful, the most noble side of neighbourly love, wherein the word has fully become deed." When we approach donors with this mindset, we invite them into a relationship built on genuine care rather than mere obligation. During a capital campaign, we have the privilege of weaving these networks of care that strengthen our small towns. When we face challenges, we return to this fundamental truth: we're not just raising money—we're connecting people to purpose and to each other.

What do you think? Send me a text.

To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

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"All that happens, happens right: you will find it so if you observe narrowly..."

This week, I am reading a quote from Meditations by Marcus Aurelius, written around 171 AD.

Reflection questions:

• When you think about a failure during the campaign, how are you observing narrowly for the right things that came out of it?

• How are you using failures to spark deeper conversations with donors?

Reflection on quote:

In working with capital campaigns, it’s not surprising that I’m well-acquainted with failure as well. A donor event that no one shows up to. A campaign stewardship update that has hardly any opens. A direct mail campaign that goes out later than expected.  As much as I want every activity during a capital campaign to be successful, that’s not real life. When failure happens during a time of economic uncertainty, it can feel even more overwhelming. A wise campaign volunteer once told me that a capital campaign is like a riding a wild stallion without a saddle.  There is a lot that is out of our control and that can bring failure. 

All that happens, happens right.  Notice that Aurelius didn’t say, all that happens, happens perfectly.  Or, successfully.  But, he says “right if you observe narrowly.” We can get stuck in embarrassment or paralysis.  We can fear that donors and prospective donors will stop giving to the campaign because of our failure. This fear can be particularly damaging during economic uncertainty.  Instead, we need to have a different mindset about failure. A failure can help us have more honest interactions with donors. For instance, ask donors for suggestions on keeping them updated with the campaign.  Or, a failure can lead to the right conversations with the right donors.  For example, a smaller-than-hoped-for event can open up a more in-depth conversation that wouldn’t have been possible if the event was larger. Failures can lead to growth when we have the right attitude, which is the second half of the quote.  Let your aim be goodness in every action.  We don’t fail in fundraising because we want to fail.  But we will fail because failure is a part of life. So, we don’t aim for perfection or status.  We aim for goodness.  Goodness for the cause that we serve. And, remember, donors don’t give to us. They give to the cause through us. They want to see the expansion succeed for the good of the community, which is their community too.

This work has entered the public domain.

What do you think? Send me a text.

To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

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"Go before the people with your example, and be laborious in their affairs."

This week, I’m reading from the Analects by Confucius, written sometime between 551 and 479 BC.

Reflection questions:

• Is there any hesitancy among your leaders about giving first and publicly to your campaign? What are ways you can address that hesitancy?
• Are you willing to have the necessary conversation to ask a leader to give a gift meaningful to them or leave the Board or campaign committee for the success of the campaign?

Reflection on quote:

As we consider capital campaigns during times of uncertainty, what are ways to increase trust and giving within the community?  The first step is for the leaders of the nonprofit and the campaign to give first and be public about their giving.  This is not a new principle; instead it comes from ancient wisdom. 

Over twenty-five hundred years later, this wisdom still holds true. When your Executive Director, board members and campaign leaders make their gifts first and let the community know about it, something powerful happens. They're sending a signal that goes way beyond the donation.

They're showing confidence despite uncertainty. Think about it. There's never a perfect moment to launch a campaign. But when your leaders step forward with their own money, they're saying, "We believe in this. We believe in it enough to invest our own money, right now, even when we can't predict everything that's coming." That kind of confidence is contagious.

Board members and campaign volunteers are also demonstrating they're willing to put their own money at risk. This isn't someone else's problem to solve. They're not asking others to do something they're unwilling to do themselves. We notice this in small towns. Who talks a good talk but doesn't back it up? Versus, who leads despite the risk?

Those donations signal a commitment to work hard no matter the obstacles that will inevitably come. For example, when the Executive Director makes a significant gift early in the campaign, they've just told everyone, "I'm all in. I'm going to do whatever it takes to make sure we reach this goal." Because nobody wants to see their own investment fail.

The second part of this ancient wisdom flows from the first: "be laborious in their affairs." Leadership giving only works when it's connected to genuine care for community needs. Your campaign leaders need to be present and engaged. They need to show up, have conversations, listen to concerns, and demonstrate through their actions that this campaign matters because the community matters.
So, during times of uncertainty, don’t skip this first step. Don't ask others to give first. Start with your Executive Director, your board, your staff leadership, your campaign committee. Ask them to give at levels that are meaningful for them, and then share those stories publicly. Let your community see the example. Let them feel the confidence. Let them know that their leaders are going first, working hard, and deeply connected to the needs you're trying to meet.

Because when you do, you're not just raising money. You're building trust during uncertainty.

What do you think? Send me a text.

To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

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Raising major funds in a small town can feel overwhelming—especially when your team of staff and volunteers is stretched thin and capital campaign experience is hard to find.

Welcome to Reflections on Generosity, where each week brings you a five-minute reflection centered on cultivating the generosity mindset essential for capital campaign success. You'll get coaching questions to ground you in your campaign work, drawing from timeless wisdom and practical insight.

Here's the beautiful truth: the principles that make capital campaigns succeed work for all fundraising. This mindset applies whether you're planning a campaign or simply want to strengthen your fundraising.

Join me each Monday for Reflections on Generosity. Subscribe wherever you listen to podcasts, and visit ServingNonprofits.com to explore small town capital campaign coaching.

What do you think? Send me a text.

To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

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"...In the struggle for existence, it is only on those who hang on for ten minutes after all is hopeless, that hope begins to dawn..."

This week, I am reading selected quotes on hope from GK Chesterton.

Reflection question:

• Where do you need to lean into the desperate, forlorn hope this week and keep moving forward?
  
  

Reflection on quote:

Last week, we discussed the first of two opposite errors in our campaign messaging that we can fall into.  The first error is blaming others and encouraging rage giving.  The second is to create desperate pleas for emergency giving with the implicit threat that the capital campaign project will fail without the donations.  This week, let’s reflect on the weaknesses with desperate pleas during a capital campaign.  

I typically counsel my capital campaign clients that they get one shot at giving a desperate plea in a small town and they need to use it wisely. Why? As GK Chesterton stated, fairy tales tell children that dragons can be killed.  But, if dragons keep getting resurrected, and resurrected, and resurrected, then children cease to believe that dragons can be killed. Repeated desperate pleas sap hope from the community.  Instead, when we are facing obstacles, it is better for us to lean into hope.  It’s not the hope of bright prospects.  It’s the hope of desperate circumstances.  It’s the hope that holds on for 10 minutes more.  The hope that keeps calling potential donors with the vision of impact the project will have. The hope that keeps asking the community to partner together to finish the project.  The hope that keeps moving forward.  

What do you think? Send me a text.

To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

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"...Hatred of evil should constrain you to right, not fear. When her anger is kindled by injustice, goodness changes her form...."

This week, I’m reading from the Moral Sayings of Publius Syrus, a Roman Slave, written during the 1st century BC. 

Reflection question:

• If you are experiencing a funding obstacle, how are you creating a positive message for your potential campaign donors?
  
  

Reflection on quote:

During times of uncertainty, there are two opposite errors in our campaign messaging that we can fall into.  We start blaming others and encourage rage giving to our capital campaign.  Or, we create desperate pleas for emergency giving with the implicit threat that project will fail with the donations.  This week, I will be reflecting on weaknesses with rage giving and, next week, with emergency giving.  So, let’s reflect on rage giving. My favorite cartoon is Calvin and Hobbes.  On July 7, 1995, the cartoonist Bill Watterson published a particularly apt description of a trend in fundraising.  While I encourage you to view the cartoon and I have placed the link in the show notes, let me read the captions. Calvin states, “I’m writing a fund-raising letter.  The secret to getting donations is to depict everyone who disagrees with you as the enemy.  Then you explain how they’re systemically working to destroy everything you hold dear.  It’s a war of values! Rational discussion is hopeless!  Compromise is unthinkable! Our only help is well-funded antagonism to keep up the fight.  Hobbes replies. How cynically unconstructive.  Calvin responds, Enmity sells.”  Enmity in fundraising does sell.  The short-term gains by creating enemies and fear are measurable, but long-term is very unprofitable as some wisdom from the past shows us. 

We can get angry when a key grant or donation is cancelled mid-construction without any cause or notice.  We can get angry at the reason for the funding to be cancelled, especially when it is seemingly for an inhumane or nefarious purpose.  Yet, there can be some advantage and with patience that advantage will reveal its hidden riches.  The advantage could be greater community support to fill the gap.  So, as we message through a funding loss, it’s important to shift any enmity in our messaging to positive outcome that our donor base can embrace.  Although rage giving result in short-term increases in donations, enmity excludes potential donors; whereas, goodness in our messaging can expand the donor base.  With this expanded donor base, we see long-term sustainability in ongoing giving after the capital campaign is over.

This work has entered the public domain.

What do you think? Send me a text.

To explore small town capital campaign coaching deeper and to schedule an free explore coaching call, visit ServingNonprofits.com.

Music credit: Woeisuhmebop