Author
Jerold Panas
ISBN
1889102261
Cost $24.95 + shipping
Click here for quantity discounts
Table of Contents
Read an Excerpt
Read an Interview with Jerold Panas
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Acclaim for The Fundraising Habits
“Instructive, candid, with vivid examples, and above all, completely inspiring. My advice to presidents: First, read Habits yourself; then, get every board member a copy and ask them to read it; next, ask your board chair to call a special board retreat from which all will leave filled with Jerold Panas’ wisdom and passion. Then, watch your coffers grow and your mission glow.”
- Dr. James L. Fisher, President Emeritus, Council for Advancement and Support of Education (CASE)
“Cures for cancer, a cleaner environment, great colleges – all our dreams come closer when board members embrace these fabulous habits that Jerold Panas presents with his special powers of clarity and simplicity.”
- Roger Sullivan, Sr. Vice President, CureSearch, National Childhood Cancer Foundation
“I can’t think of an hour better spent on behalf of strengthening a board than reading The Fundraising Habits. Like all of Jerold Panas’ writing, it is engaging, readable, and most importantly, wise.”
- Judy Jolley Mohraz, Ph.D., President & CEO, The Virginia G. Piper Charitable Trust (Arizona)
“If you’d like to help the institutions you care deeply about to achieve their fullest potential to change lives and make a difference, then invest 59 minutes to absorb Jerold Panas’ inspiring and highly practical insights.”
- Journey Johnson, President & CEO, YMCA of Middle Tennessee
“Jerold Panas has raised the bar for both philanthropy and board members. Fundraising Habits will change for the better our ability to develop effective board members and raise financial support for our mission.”
- Wayne Antworth, Vice President of Philanthropy, Guideposts
“Get in the habit of reading Jerold Panas’ books. He reveals the secrets of successful fundraisers in a most passionate and entertaining way."
- Frank Hall, Vice President, Resource Development, St. Joseph Health System
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The Fundraising Habits of Supremely Successful Boards
A 59-Minute Guide to Assuring Your Organization's Future
by Jerold Panas, 106 pp., $24.95. (Click here for quantity discount information)
“A large part of virtue consists in good habits,” said William Paley.
In his new book, The Fundraising Habits of Supremely Successful Boards, Jerold Panas would rephrase that a tad: A large part of an organization’s success depends on its board’s willingness to cultivate certain behaviors.
Over the course of a storied career, Panas has worked with literally thousands of boards, from those governing the toniest of prep schools to those spearheading the local Y. He has counseled floundering groups; he has been the wind beneath the wings of boards whose organizations have soared.
In fact, it’s a safe bet that Panas has observed more boards at work than perhaps anyone in America, all the while helping them to surpass their campaign goals of $100,000 to $100 million.
Funnel every ounce of that experience and wisdom into a single book and what you have is The Fundraising Habits of Supremely Successful Boards, the brilliant culmination of what Panas has learned firsthand about boards who excel at the task of resource development.
Anyone who has read Asking or any of Panas’ other books knows his style – a breezy and irresistible mix of storytelling, exhortation, and inspiration.
LISTEN TO JERRY'S INTERVIEW WITH CHARITY CHANNEL
Habits follows the same engaging mold, offering a panoply of habits any board would be wise to cultivate. Some are specific, with measurable outcomes. Others are more intangible, with Panas seeking to impart an attitude of success.
Here’s just a sampling:
- You don’t allow a mission deficit.
- You never lose sight that your organization is in the business of changing lives or saving lives.
- You’re willing to leave the comfort zone.
- You understand that not all gifts are worth accepting.
In all, there are 25 habits and each is explored in two- and three-page chapters … and all of them are animated by real-life stories only this grandmaster of philanthropy can tell.
In a mere 106 pages, about an hour’s read, Jerold Panas has accomplished two feats. He has produced a book that boards will find simultaneously ennobling and instructive. And he has relegated to the recycling bin dozens upon dozens of ponderous and inauthentic treatises on the subject of nonprofit boards and fundraising.
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About the Author
Jerold Panas is among a small handful of the grandmasters of American fundraisers.
He is considered one of the top writers in the field and a number of his books, including Asking and Mega Gifts, have achieved classic status.
Hailed by Newsweek as "the Robert Schuller of fundraising," Jerry is a popular columnist for Contributions Magazine and a favorite speaker at conferences and workshops throughout the nation.
He is executive director of one of the premier firms in America and is co-founder of the Institute for Charitable Giving. The very term "philanthropy" would mean less without Jerry's influence.
He lives with his wife, Felicity, in a 1710 farmhouse in northwest Connecticut.
Table of Contents
- It Starts with Integrity
In all your actions, integrity rules.
- Mission is Everything
You hold in trust the mission of your organization.
- Why People Give
You never lose sight that your organization is in the business of changing lives or saving lives.
- It Doesn’t Just Happen
You create an atmosphere of excellence.
- Room at the Bottom
You continually push for greater success.
- The Courage to Dare
You’re willing to leave the Comfort Zone.
- A Roaring Advocate
You’re passionate about your organization and show it.
- Deadly Offenses
You maintain a positive attitude.
- The Future Isn’t What it Used to Be
You plan.
- Avoid Meddling
You don’t manage the operation.
- Pass It On
You’re constantly on the lookout for key people to join the board.
- The Right Stuff
You strive to recruit trustees with the 4 W’s.
- You Invest
The organization whose board you serve on is among your top philanthropic priorities.
- Twice Blessed
You ask others to give.
- Back to the Well
You realize that those who give are your best donors for the future.
- Beware the Trojan Horse
You understand that not all gifts are worth accepting.
- Heartfelt Thanks
You’re involved in acknowledging and thanking donors.
- Being There
You attend board meetings.
- Do Your Homework
You’re prepared for every meeting you attend.
- You Worry
You take your fiduciary role seriously.
- Wear Your Business Hat
You exercise sound business judgment.
- Husband the Funds
You monitor the investments.
- Keep an Eye on the Fat Boy
You’re keenly aware of the competition.
- Ask for Help
You call upon a consultant when necessary.
- No Money, No Mission
You don’t allow a mission deficit.
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Excerpt This article is excerpted from Jerold Panas' book, The Fundraising Habits of Supremely Successful Boards, ©Emerson & Church, Publishers. To obtain reprint permission, please call 508-359-0019.
Beware the Trojan Horse
Some gifts must be shunned
Not all gifts are what they seem.
We were in the middle of a campaign at The Asheville School (North Carolina) and had reached that point where we needed something big to happen. Something consequential.
We had gotten off to a great start. The board had given sacrificially. A number of major gifts had come in just at the level we hoped. But now we were stalled. Little was happening. And it was painful.
Then Peter calls (you would recognize his real name immediately). He wants to give $7 million! We were singing the doxology.
There was only one hitch. Peter wanted the money to be used to reestablish the small campus lake he remembered when he was a student.
Filled in years ago, the lake had been a maintenance problem and a worrisome safety risk – students loved going swimming at midnight. (That’s what Peter seemed to remember most about his days at Asheville!) Now there was an inviting meadow on the spot.
Peter wanted the lake back. And if it costs a little more than the $7 million, he’ll up his gift, he tells us.
A special meeting of the board was called. Restoring the lake wasn’t part of the campaign. Nor did it figure in any future plans. After hours of discussion, the board decided to go back to Peter and ask if his proposed gift could be diverted to another purpose.
But Peter was insistent. He wanted the lake. And he’d pay for the engineering fees if that was a problem. He also made it clear – no lake, no gift … of any size.
Another all-day special board meeting. Maybe it would be nice to have the lake again, one trustee mused. A few others agreed. “It was a popular spot.” But in the end, the board did the right thing. They refused the gift.
Trustees have a responsibility to determine what gifts might compromise the organization. And believe me, there’s plenty of precedent to guide you.
Take the $20 million that Lee Bass, an alumnus, gave to Yale University. He wanted the school to expand its offerings in Western Civilization. A virtuous and noble cause. There was only one provision.
Lee also wanted to name the professors who would benefit from the gift. After four years of agonizing debate, the eye-popping sum was returned. You can’t make a gift, no matter the size, and expect to hold the institution hostage.
At other times, the right decision isn’t so clear.
I was at a board meeting at Pacific Union College (Angwin, California). Trustees were split evenly about accepting a sizable gift from a local winery. The College is Seventh-day Adventist and Adventists are adamantly anti-alcohol. It’s one of the church’s inflexible tenets.
I watched as Trustees moved to one end of the room or the other to show their position. From both sides, the arguments grew heated and vehement. The chair was having trouble maintaining control. Forget about decorum!
Finally, someone said: “Malcolm, you’ve been quiet the whole time. What do you think about this?” Malcolm was the highly respected president of the University.
The moment was suddenly flooded with thundering silence.
“Well,” said Malcolm, “I think the devil has had this money long enough. I believe it’s time we had it for our use.”
That’s all it took. Trustees voted to accept the gift, and as one board member said “with deep appreciation to the wonders of the Lord.”
You may be familiar with John Steinbeck’s wonderful novel, The Pearl. In it, a poor Mexican fisherman discovers a pearl in one of his oysters. But instead of leading to happiness and treasures, it brings him only envy among his friends and neighbors. And violence to his family. He discovers he can’t even convert his find to ready cash. The pearl turns out to be no gift at all.
Well, life can be like that. And trustees are expected to make the hard decisions. What you thought held great promise may turn out to be no gift at all.
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Interview with Jerold Panas
What led you to the topic of fundraising habits?
I work with organizations all over the country, of all sizes, of all types. From YMCAs to colleges to hospitals – and many in between. The budgets range from $1 million a year to $2.6 billion.
And what I’ve noticed is a common thread woven through each. When an organization is vital, providing outstanding service, and balancing its budget – I find a board that practices very specific habits. Particularly fundraising habits. I wanted to write about these and how they impact an organization.
How many boards would you say you’ve worked with?
Keep in mind, I’ve been at this a long time! I suppose in my 40 years of consulting, I’ve actively worked with somewhere between 300 to 400 boards.
And roughly how many of them have had a majority of the habits you write about?
Most boards practice a good number of the habits. Only a few can claim them all. One thing, though – it’s easy to spot the organizations where the boards don’t exercise many of the habits. They stumble along.
If you had to single out, say, the top two habits that would carry an organization the furthest, what would they be?
Hmm, that’s a difficult question. I’d say, first is you don’t allow a mission deficit. It’s pretty easy for an organization to balance its budget. It can keep cutting expenses, services, staff, maintenance— and by doing this, maybe save enough money to operate in the black.The problem is, when a board does this, it creates a mission deficit. The organization no longer has a real purpose. And that’s far worse than a financial deficit. The second key habit I’d mention is, board members must be advocates for the organization. Roaring advocates. Burning in their bones for the work you do. If they’re not, they probably should be home tending their garden.
In terms of fundraising, are boards as important today as they were in the past?
No – they’re far more important. It’s a complex environment we live in. The competition for market share and philanthropy is unrelenting. If a board doesn’t embrace the habits I describe, the organization’s future is without spirit and hope. Dreams die, sometimes fast – other times it’s slow and grueling.
Staff seem to be doing more and more of the soliciting these days. Is that a positive development?
It’s true. I find staff doing more of the asking. And some are extremely good at it.
But my experience confirms that when staff and volunteers work together, it’s a magic partnership. There’s nothing more important in getting the gift than having a board member join staff in making the ask. It’s an unbeatable combination.
A study was just published called Daring to Lead 2006. Something like 70 percent of the executive directors interviewed said they needed more help from their boards with fundraising. Why the resistance?
Part of it may be the fault of the recruiting process. I’ve seen it so many times. A person is recruited but not told that one of the major responsibilities is to assist with fundraising. “Well, they never told me I’d have to call on others for money” is a common refrain I hear from trustees. Shame on the organization! It may not be as much a matter of resistance as board members not knowing – right from the outset – what’s expected of them. My experience is that trustees will stand on tiptoes if they understand their role. That’s where the staff come in. It’s up to them to make fundraising a joy— and it is if undertaken properly.
A joy! Come on now. Isn’t that expecting the impossible?
It takes some practice, knowing the right technique, and some help from a staff person or volunteer. But when you ask for a gift and you’re successful, there’s nothing quite like it. There’s a surge, a high, exhilaration. Ask any of your successful solicitors and they’ll confirm what I’m saying.
Can someone be a great board member and not raise money?
Successful board members bring many attributes to the table. They give, and the organization on whose board they serve is one of their primary philanthropies. They work hard and use their influence. And of course, they do their darnedest to make wise and thoughtful decisions. But you can’t deny that one of the most important responsibilities for a board member is to ask others to support the organization. I give that a high priority. It’s a habit that must be developed, practiced, and sustained.
When recruiting, can an organization spot a trustee who will be a great fundraiser?
Good fundraisers aren’t born — they’re made. There are some who come to the organization with a real talent for fundraising and enjoy it. But for the others, I’m convinced they can become great fundraisers if they’re coached properly and have a passion for the organization. Passion becomes the essential ingredient. So yes, you can spot them – if they have high aspirations and dedication to the organization.
Describe the oddest experience you’ve ever had with a board.
I’ll tell you one that was very odd … and very exciting. Several years ago, the Menninger Clinic moved from Topeka to Houston. For a number of reasons, it was a smart decision. At one of their regular board meetings, the session ended with trustees filling out one of those typical information forms. You know – name, phone, birth date, preferred mailing address, cell phone, that sort of thing. The forms were collected and a few days later turned over to the IT person. As she went through each form, entering the data, she noticed a note on the back of one. It said: I wish to make a pledge of $25 million to the project we discussed at the board meeting. I’ll make payments over the next few years. He signed his name. The IT person wasn’t certain whether this was a joke or for real. Nothing had been mentioned at the board meeting and the trustee hadn’t talked to anyone about it before (or since, for that matter). She went to the Vice President, who was dumbfounded. A call was made to the trustee and the conversation went something like this: “We happened to notice on the back of your information form a note that … well, a note you signed, indicating quite a substantial gift. Uh … I wanted to make sure this was indeed your intent." It was in fact the board member’s intent and the first payment has already been made.
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