My primary responsibility at the nonprofit where I work is to raise philanthropic dollars for our work, though I've also become deeply interested in the concept of organizational development — what we can do as an organization to foster the professional growth of the people who lead our programs (and not just the programs themselves).
One of the techniques I've learned from my colleagues in human resources is the "stay interview," a sometimes transformative practice for staff that also works well when adapted to interactions with donors.
If you've ever left a job, you've probably been asked by HR to agree to an exit interview. The questions you're asked are familiar and expected: What did you like about working here? Which of the projects you were involved in were most impactful? What could we have done better as an organization? They're all fine questions but they share a fundamental problem: they're backward-looking. And when the interview is over, you — and your feedback — are gone.
Stay interviews, on the other hand, are active, present-tense dialogues that give employees a chance to talk about the things that keep them at the organization and that, when done well, can elicit valuable feedback with respect to systems, processes, and personnel — certainly not a novel or profound approach but far more useful, I would argue, than an exit interview.
Stay interviews and donors
Stay interviews are a great way to boost the morale of staff and improve organizational effectiveness, and for those of us in the business of managing relationships with external stakeholders, they can also be used to great effect with donors and funders. You can find several examples online, including interviews used by the Society for Human Resource Management, the University of Nebraska-Lincoln, Balance Careers, ALTRES simplicityHR, and TLNT.
If you've been involved with a capital or other large-scale campaign, you may have heard these types of inquiries referred to as "discovery" questions. Below, I've distilled a few examples that I've found to be useful in my own conversations. Feel free to build on them or look for others that better suit your organization's specific needs.
Why do you support our organization? This is an important question to ask early in the relationship — and equally important to continue asking. If it helps, think of your conversations with donors and potential donors as a developing relationship (friendly, romantic) in which the spark from your first few interactions/dates may be different (and better!) months or years down the road. People — and donors — change, as do their interests. Over time, their wealth and propensity to support may also deepen.
What do you like most about engaging with our organization? It's a positive frame, non-guiding, and I'm often surprised by what the answers reveal. One year, I learned that several donors loved calling the organization and interacting with our receptionist because he was so wonderfully helpful and kind. We knew this as a staff, but we had no idea of his impact on our supporters.
What might you suggest we enhance at our organization? I've found this to be more useful than asking "What can we do better?" because it's open and comes from a perspective of enhancing rather than fixing. Once, a donor made a suggestion that simply hadn't occurred to me — that we make our email signature text bigger and include our direct phone numbers, because as an older person she had a difficult time reading them and hated fishing around the website for contact information when she needed to reach us. The fundraising team shared an exasperated "Oh, my gosh..." because it was such a simple, useful, and logical thing for us to have done — but hadn't.
What might make the time you spend with our organization more meaningful? I can't tell you the number of times I've learned that a donor was a great fit to serve as a volunteer or board member after asking this question. While you might hear "Nothing, it's all great," often the responses can be surprising and even powerful. One important caveat: make sure you have a response ready for donors who say, "I love writing you all a check once a year, but is there a way I might be more useful?" Some of them might be a good volunteer or board prospect, while others might enjoy serving as an organizational ambassador and sharing news and program highlights with others.
How do you prefer to be recognized? For organizations that are in the habit of raising up supporters, this is a really important question. Donors (people, companies, foundations, other institutions) give for myriad reasons, and while some are perfectly fine simply making a gift, others are grateful to have their name, logo, or likeness shared with the public. But please, if you do ask this question, be prepared to take careful note of the response. I once worked with an organization that was recognizing a husband and wife in print materials as "Mr. and Mrs. Smith" — only to realize later that the couple had different last names. As soon as the couple became aware of the mistake, they stopped giving, and that was that. The organization never followed up, and its silence spoke loudly.
Who do you see as our biggest competitor(s) and/or potential collaborator/partner? This is a great question, though it should be asked of the right donor at the right time. By asking it, you can learn who your donors have on their radar when they survey the field and can also tell you where their support might go if, or when, they stop supporting your organization. You can then use that information to do an audit of your programs or other offerings to see how they compare and might be improved.
You may not be able to explore every one of these questions in your conversations with donors, but if you can ask a few, I'm confident that it, and having a stay interview mindset, will help encourage your funders and supporters to stick with you for the long haul.
(Photo credit: Christina @ wocintechchat.com via Unsplash)