Purposeful Exile - My Journey

Sometimes a statement will really grab me, like the one I recently sent out on Twitter.  The saying seemed to provide context for the last 10 years of my life – what I call “My Decade in the Desert”. 

The statement goes like this… “Every Saint has a past, and every Sinner has a future”.   I must confess… and take responsibility for the fact that…. I have a past.  I have a past that is marked by frailty, failure, and fallout.  You see, as a pastor of 15 years, I succumbed to isolation, insulation, and insecurity – leading to a moral indiscretion that ultimately cost me my marriage, ministry, and good standing with my children and community.  Yup, sure enough… I have a past.

God saw my need for brokenness and complete consecration, and graciously invited me into the desert – to walk with him alone until I was reformed into a fit vessel for His service.  Hosea 2:14, 15 reads, “Therefore I am now going to allure her; I will lead her into the wilderness and speak tenderly to her. 15 There I will give her back her vineyards, and will make the Valley of Achor [trouble] a door of hope. There she will respond [sing] as in the days of her youth…”  So, in 2003, the decade in the dessert began – a decade of intimacy and wrestling with God while being in purposeful exile – a time where God would show me I have a future.  In the sovereign wisdom and grace of God, this extended time was needed to reshape a poorly functioning clay pot into a vessel of divine pleasure and purpose.  Jeremiah 18:4 says, “But the pot he was shaping from the clay was marred in his hands; so the potter formed it into another pot, shaping it as seemed best to him.”

 

Now, I’m rejoicing that I have a future.  Having been released from exile and the desert – I am in a season of new beginnings.  With a new dependency on God, I am back in church work and relationship.  I am grateful for the work He has done in me, and blessed to experience grace upon grace with a new season in front of me.  Truly, God has provided beauty instead of ashes, joy instead of mourning, and praise instead of a spirit of despair [Isaiah 61:3].  “Every Saint has a past, and every Sinner has a future”.  

Gary Coiro Sermons

John 14 Click Here

John 15 Click Here

John 17 Click Here

Matthew 23 Click Here

Matthew 28 Click Here

Luke 23 Click Here

Ephesians 5 [Light vs. Darkness] Click Here 

Ephesians 5 [Time & Priorities] Click Here

Assessment Time

 Lamenations 3:40
A Let us examine our ways and test them, and let us return to the Lord.

This week, I will have the courage to re–assess.

Do you still hold today exactly the same beliefs that you held ten years ago?

“Always.” We like that word. “I’ve always believed...”

We’re fond of the idea of rock-solid values. We believe in sticking to our guns, holding fast to our beliefs.

But the practical fact is ... Life is fluid. Our values will actually shift over time. I can’t foresee the challenges that my standards will undergo in the days ahead. Many of our values are actually birthed out of unforeseen conflicts and challenges.

Solomon, wise as he was, discovered this himself. “When times are good, be happy,” he wrote in Ecclesiastes 7:14; “but when times are bad, consider: ... A man cannot discover anything about his future.”

Parents deal with this phenomenon. They map out a standard for their family, then find out that their child got into a situation that their family standard doesn’t really cover. So they morph the standard — only to find that some new surprise occurs!

Each of us establishes many of our values “on the run,” simply by responding to challenges as they occur. In each case, I make the right call, or the wrong call. Afterward, I feel good about it, or I feel crummy. I need time to think about it, talk to God about it, hear from God about it, assess my position on it. Out of the crucible of surprise, my values gradually emerge. But a solidified value still encounters new surprises and challenges ... so I find myself continually re-assessing.

Re-assessment isn’t a sign of weakness or sin. Indeed, it’s healthy. As we lead and serve in God’s Kingdom, we need to continually scrutinize our organizational values, taking a spiritual stethoscope to the heart of our ministry. God has wired us to handle issues and inspect them as one handles a beautiful, complicated piece of jewelry — holding it up to the light, considering the flaws, considering the potential, and counting the cost. Examination and re-examination of our standards, our values, are intrinsic to our human condition.

So when I find myself doubting my own values, I need to “go with” that instinct. Ask questions. Probe deeply. Question my motives, my perspectives. Get to the bottom of it. Did I think something was important some time ago, when I established that value — but it’s really not that important anymore?

As I talk to God and listen to God ... as we “kick the tires” of my ministry’s values ... as we journey together in intimate conversation ... I’ll learn God’s heart for my ministry. And that, I’ll discover, will be continually fresh and new!

My Prayer for the Next Seven Days... Father, let me hear your heart every day. Let me be solid, but not solidified — I want to be pliable in your hands. Give me whatever fresh, new thing you want me to have, and help me to be flexible as you teach me and grow me. Amen

The true peace of a life totally entrusted to God

This week, I will define peace God’s way.

What you want isn’t as good as what God wants for you.

She was such a loser that her life could only be described as “sinful.” But when Jesus came to dinner at a local religious bigwig’s house in Luke 7, she sneaked in, found Jesus, and — weeping over her own depravity — anointed his feet ... the ultimate sign of reverence.

Jesus forgave her sin, then gave her instructions: “Go in peace.”

Was he guaranteeing her a problem-free future? No. Jesus doesn’t share our most common definitions of peace:

“If only my ministry had a little more money, I’d feel at peace.”

“If only I had a different wife, I’d be at peace.”

“If only I could have a baby.”

“If only my baby would sleep through the night.”

“If only I could be in charge of this ministry, instead of stuck in this position.”

Unfortunately, none of these achievements leads to real peace — because each gives way to some other need which leaves us restless.

Peace isn’t a feeling at all. Jesus didn’t forgive the woman’s sins and fill her with his power for the sake of a warm fuzzy feeling. He didn’t die on the cross just so I could have higher status in my social circle or greater success in my career. Jesus paid the ultimate price for the sake of getting me the one thing God wants to be sure I have: true peace of mind. Alignment of my heart with God’s heart.

We imagine a change, and we envision peace of mind resulting from that change. But God looks at peace of mind from the other side. He can give me peace first, regardless of whether my circumstances change the way I want them to.

Jesus looked at that sinful woman in the Pharisee’s house, throwing herself on his mercy, and what he said to her, in the space of 8 words, was cosmically profound: Your faith has saved you, go in peace. In other words, as of this moment, you have the potential to become the fully actualized person I dreamed up when I created you. A person who loves life. A person who feels full of passion — and yet fully contented. A person who makes a powerful impact on those around her ... and yet a person who is completely at rest, every single day — because she knows she is letting the Spirit of Jesus Christ shape her, guide her, empower her, fulfill her, make out of her life everything she longs for it to be, deep down inside, in her heart of hearts.

True peace comes from totally trusting Christ ... entering into a true life “in Christ” ... because a life in Christ is the only life I’m perfectly designed to live!

My Prayer for the Next Seven Days... Father, give me your peace. Not a flimsy feeling founded on my circumstances, but the true peace of a life totally entrusted to you. Amen.

Donor Care

Katya Andresen asks, Are you taking care of your donors?  What kind of experience do they have after they give?
Here’s a quick checklist to answer that question.  If you can’t check all the boxes, work on doing better.  The single most powerful thing you can do as a fundraiser is to take great care of the donors you have.

Timeliness:
_ All donors thanked promptly
_ All donors thanked throughout the year

Personalization and Accuracy:
_Thank-yous are directed at the donor – not “Dear Friend”
_The gift amount is included and correct
_ Thank-yous reference the appeal or campaign that prompted the gift
_ Thank-yous are signed by a real person or include a real person’s name
_ I properly acknowledge gift designations and dedications

Gratitude:
_ I express heartfelt thanks for the gift twice in each note
_ I also express gratitude for past support (when relevant)
_ I give credit to the donor for what will be achieved
_ The thank-you is a thank-you, not an appeal!  (It doesn’t ask for money again)

Useful Resources:
_Thank-yous include full contact information of my organization
_ Thank-yous include appropriate tax language
_I make clear how the gift will be used

Ongoing Communication:
_ I tell a good story or use a vivid example in every piece of outreach
_ I report to donors on their impact at least twice a year
_ I recognize donors after thanking them
_ I include the voices of donors in my outreach
_ I ask my donors for feedback

The more you care about your donors, the more they will care about your cause!

Carry a Fundraising Toolbox

Fundraising is by no means a hardhat job, but it’s still a good idea to have a toolkit on you. Instead of being filled with wrenches and hammers, this toolkit will be stocked with items that will help your fundraising efforts.
Kay Sprinkel Grace, CFRE, wrote in “Nonprofit Management 101” that you should share this toolkit with other people, especially volunteers. These individuals won’t necessarily be comfortable soliciting donors, but they can still be of help to your fundraising efforts.

Sprinkel Grace suggested having your volunteers engage the community to spread the word about the nonprofit. They will need a fundraising toolkit stocked with the following items:

• Stories of your impact to add a personal touch to your role in the community;
• The elevator speech (and the elevator question – what do you say after you’ve said the speech to ensure that the conversation is just the beginning?);
• Facts about the organization (i.e., number of people served, before and after statistics, etc.);
• Analysis of the organization’s impact measured against the needs of the community;
• Most commonly heard questions and objections to giving and the recommended response;
• Highlights from the strategic plan that may be relevant to some potential donors; and,
• Full financial information, presented in an understandable format.

NonProfit Assessment Tools

 
 

MARYLAND ASSOCIATION OF NONPROFIT ORGANIZATIONS:

STANDARDS OF EXCELLENCE

Descriptive standards developed by Maryland nonprofits to promote ethical practices and accountability in nonprofits across the State.  These Standards describe how nonprofits should act to be ethical and be accountable in their program operations, governance, human resources, financial management and fundraising.  Principles are provided, along with 55 Standards - - more detailed performance benchmarks which will enable nonprofits to strengthen their operation.  The Standards of Excellence are intended to describe how the most well-managed and responsibly governed organizations should, and do, operate. (No metrics of performance included.)

                                                                   -    Maryland Association of

                                                                        Nonprofit Organizations

                                                                        www.mdnonprofit.org

McKINSEY CAPACITY ASSESSMENT GRID

“The McKinsey Capacity Assessment Grid is a descriptive tool that describes the organizational capacity, by selecting the text that best describes the organization’s current status or performance on 7 levels and components.  The grid is not a scientific tool and should not be used as one.  The scores are meant to provide a general indication - - a temperature taking.  The tool is meant to be a starting point only.  We encourage you to adapt the grid to meet your own organization’s capacity assessment needs.”

                                                                   -    McKinsey & Company

                                                                        www.mckinsey.com

MANAGEMENT HELP: 

CHECKLIST OF NONPROFIT ORGANIZATIONAL INDICATORS

A self-assessment tool developed for internal use by staff and volunteers of the United Way of Minneapolis Area, this checklist offers ratings of “E” (essential basic requirement); “R” (recommended as standard practice); and “A” (additional indicators to enhance management operations and activities.

                                                                   -    Management Help

                                                                        www.managementhelp.org

 

LEADER-TO-LEADER INSTITUTE: SELF-ASSESSMENT TOOL

(Formerly the Drucker Institute)

The Drucker Foundation Self-Assessment provides a process for nonprofit organizations to clarify mission, define results, set goals and develop a focused plan.  The Drucker Self-Assessment tool addresses 5 questions:  What Is Our Mission?  Who Is Our Customer? What Does the Customer Value? What Are Our Results? What Are our Plans?

                                                                   -    Leader-To-Leader Institute

                                                                        www.pfdf.org

INNOVATION NETWORK:

RAPID ORGANIZATIONAL ASSESSMENT (ROA) TOOL

ROA provides nonprofits with a “snapshot” of organizational effectiveness as a springboard towards evaluation discussions.

                                                                   -    Innovation Network

                                                                        www.innonet.org

THE MANAGEMENT CENTER: NONPROFIT ASSESSMENT TOOL

The 80-item online system provides descriptive commentary to individual responses to questions in the categories of Administration; Leadership; Board; Community Relations; Marketing; Finance; Human Resources; Planning; Program Management; and Plant and Equipment.

                                                                   -    The Management Center

                                                                        www.tmcenter.org

MILTON EISENHOWER FOUNDATION:  LESSONS FROM THE STREET

As part of the Foundation’s standardized needs assessment, a series of approximately 100 open-ended questions are categorized under the headings of Background, Organizational Development, Fiscal Management, Fundraising and Proposal Writing, Program Administration, Program Development, Staff Development, Communication and Evaluation.  These questions are administered through one-on-one interviews with staff of each organization receiving technical assistance.  Various workshops are offered and rated (on a scale of 1 - 4; 4 is highest).

                                                                   -    Milton Eisenhower Foundation

                                                                        www.eisenhowerfoundation.org      

GLOBAL DEVELOPMENT RESEARCH CENTER:  SCAT

SCAT (Simple Capacity Assessment Tool) was developed to provide support organizations with procedures for assessing the organizational capacity of potential partners and to provide a process through which relevant, context specific indicators can be developed in a collaborative manner.  SCAT includes seven organizational categories which are further broken down into subcomponents.  A rating scale of 1 – 4 (1 = nascent; 2 = emerging; 3 = expanding; and 4 = mature).  20 is a low score; 40 is a moderate score; and 60 is a high score.  (Developed by Beryl Levinger and Evan Bloom)

                                                                   -    Global Development

                                                                        Research Center

                                                                        www.gdrc.org

BOARDSOURCE

The focus is on the Board’s role as a governing body and “discovering strengths and weaknesses.”  Online assessment asks board to evaluate “their satisfaction” with 10 areas of performance: determining mission; engaging in strategic planning; monitoring programs and services; ensuring adequate financial resources; providing effective fiscal oversight and sound risk management policies; selecting, supporting, and overseeing the chief executive; understanding the relationship between board and staff; enhancing public image; selecting and orienting new board members; organizing the board efficiently.

Results are to be evaluated by Board and CEO in order to develop an action plan.    Offers customized questions for an additional fee.

                                                                   -    BoardSource

                                                                        www.boardsource.org

BALANCED SCORECARD

Developed in part, as a response the Government Performance and Results Act (GPRA), the Balanced Scorecard seeks to respond to the demand for performance-based government.  Measures (also related to nonprofits) are: Mission, Customer Requirements, Internal Processes, and Employee Learning and Youth.

                                                                   -    Balanced Scorecard

                                                                        www.balancedscorecard.org

Moving Prospects to Partners

In his book “Tested Ways to Successful Fundraising,” George A. Brakeley, Jr. wrote that solicitation of prospects must be done in an orderly fashion with proven techniques. Your solicitation should go flawlessly, assuming the preliminary planning, scheduling, and research have been well executed well.

Brakeley, Jr. recommended these eight rules of thumb to get your efforts on the right track:

• An institution that seeks funds from all sources -- individuals, commerce and industry, foundations, and government -- has the best chance of success.
• The individuals most likely to obtain the largest possible gift from a given prospect should be assigned to solicit that prospect.
• The solicitor’s “status” should be equal, or superior, to that of the prospect. (Consideration should be given to the use of solicitation “teams.”)
• All prospects should be familiar with the organization’s case and needs before being asked to participate.
• Campaign workers must know each prospect’s giving potential.
• Most donors will give more if they know they may spread their gift over a period of years.
• Presentations should be tailored to the prospect’s known or supposed interests.
• Intimate, personal functions, arranged for small groups of potentially large donors, are far more effective than larger “special events.”

Which rule do you like?  Any you don't like?  Any additions?

Helping Prospects Connect with God and Ministry

Fundraising... A necessary evil? We frequently hear ministry leaders talking in terms of “fundraising” taking time from “ministry.” But this kind of expression reflects a serious error in our thinking. Fundraising is ministry — not separate from it — and in no way is fundraising a “necessary evil.” Jesus was adamant about connecting people to God, and correspondingly obdurate about anyone or thing that confused or interrupted the connection. We see a prime example of this in His explosion with the merchants in the temple. There, in a place intended for connecting people to God, the merchants had turned the God-connection into an empty tradition. The sacrifices were intended to express people’s penitence before, and devotion to, God. To rear an animal for sacrifice took time and care. But here was a fast-food version: whip through the process, don’t think about God until the last minute, show up, pay a fee, and you’re out. This was not the relationship, the connection, that God longed for. The “marketers” may have started out with honorable intentions — desiring to facilitate worship. But Jesus could see their hearts, and by this point they had clearly become opportunists, taking advantage of people’s need for a God-connection and siphoning off something for themselves. We are all a part of His body, and each has a significant role to play in preserving health and balance in the body.  Fundraising ministry is simply assisting others in discerning if their part in the body is partnership with your place of ministry, through provision of resources.

* Like what you just read and want to learn more? Check out, More Than Money: The Truth About High-Capacity Givers.

Fundraising Axioms:

1. Connect to hearts and minds before you connect to wallets.

2. Donors expect and deserve a good return on their charitable gifts/investments

3. You can never thank a donor, volunteer or staff member too often. They are your keys to success.

4. Start now. There’s never a “better” time to start the process, whether cultivation or solicitation.

5. Identify prospects based on both financial ability and inclination to support your organization specifically.

6. Your best prospects are current donors.

7. Keep in mind that people give to people, not to causes. Peer solicitation is most effective, and a “team” approach of staff/volunteer can be powerful.

8. Before you ask others, you must give yourself. You will not be successful if you cannot convey your own passion for the cause.

9. Keep it simple. The best way to raise money is to ask, and the best way to ask is face to face.

10. Your Axiom!  Please share…

From Prospect to Partner

Turning prospects into donors is the end goal for any fundraising campaign. This all starts with proper solicitation of these individuals.

In his book “Tested Ways to Successful Fundraising,” George A. Brakeley, Jr. wrote that solicitation of prospects must be done in an orderly fashion with proven techniques. Your solicitation should go flawlessly, assuming the preliminary planning, scheduling, and research have been well executed well.
Brakeley, Jr. recommended these eight rules of thumb to get your efforts on the right track:

• An institution that seeks funds from all sources -- individuals, commerce and industry, foundations, and government -- has the best chance of success.
• The individuals most likely to obtain the largest possible gift from a given prospect should be assigned to solicit that prospect.
• The solicitor’s “status” should be equal, or superior, to that of the prospect. (Consideration should be given to the use of solicitation “teams.”)
• All prospects should be familiar with the organization’s case and needs before being asked to participate.
• Campaign workers must know each prospect’s giving potential.
• Most donors will give more if they know they may spread their gift over a period of years.
• Presentations should be tailored to the prospect’s known or supposed interests.
• Intimate, personal functions, arranged for small groups of potentially large donors, are far more effective than larger “special events.”

Fundraising vs. Ministry

Fundraising... A necessary evil?

We frequently hear ministry leaders talking in terms of “fundraising” taking time from “ministry.” But this kind of expression reflects a serious error in our thinking. Fundraising is ministry — not separate from it — and in no way is fundraising a “necessary evil.”

Jesus was adamant about connecting people to God, and correspondingly obdurate about anyone or thing that confused or interrupted the connection. We see a prime example of this in His explosion with the merchants in the temple. There, in a place intended for connecting people to God, the merchants had turned the God-connection into an empty tradition. The sacrifices were intended to express people’s penitence before, and devotion to, God. To rear an animal for sacrifice took time and care. But here was a fast-food version: whip through the process, don’t think about God until the last minute, show up, pay a fee, and you’re out.

This was not the relationship, the connection, that God longed for. The “marketers” may have started out with honorable intentions — desiring to facilitate worship. But Jesus could see their hearts, and by this point they had clearly become opportunists, taking advantage of people’s need for a God-connection and siphoning off something for themselves.

* Like what you just read and want to learn more? Check out, More Than Money: The Truth About High-Capacity Givers.

Moves Management

Did you expect a post on cultivating major donor prospects?  On moving the prospect from identification, to introduction, to solicitation, to stewardship, to cultivation?

Well, that is important stuff for a nonprofit professional, but what about managing YOUR movement as a professional and emerging leader?

Are you hoping to rise in the ranks at your place of employment? Do you have ambitions for more? Showing your bosses you are capable is only half the battle to fulfilling your dreams.

In their book “Great Leaders GROW,” Ken Blanchard and Mark Miller wrote about the steps professionals need to take to become great leaders. One of those steps is to open your world at work. They came up with 16 ways to accomplish this:

• Shadow someone from another department or team.
• Work at a client’s facility for a day or longer.
• Listen in on donor calls.
• Travel with senior leaders from the organization.
• Serve on a cross-functional team.
• Begin collecting best practices from top performers.
• Interview recent retirees and seek their counsel on current issues.
• Attend the premier of a new program or the grand opening of a new office.
• Go back in the archives and watch presentations from the past decade.
• Meet with leaders from other departments to understand their issues.
• Have lunch with someone different every day until you run out of people, and then start over again.
• Travel to visit your must successful chapters.
• Find a mentor from another department.
• Ask others who best embody the nonprofit’s core values and spend most of your time with them.
• Attend open enrollment training events that will broaden your perspective.
• Lead anything you can, be it a project team, ad hoc group, work group, fundraising campaign, or any other event. Chances are good you’ll learn more by leading than anything else.

What does his list miss?  What caught your eye?

Progressing in Conversation with Donors

Here are a few thoughts on the progression of your conversation:

1.  We appreciate your faithful support of our ministry over the years. Can you tell me how you first got connected with us?
-This question is so very important because it establishes the starting point for relationship with your ministry. This is where and how the journey began that brought them to the point of sitting face-to-face with you! It often reveals the most effective development paths that originally introduced you to this donor, but more importantly will reveal something about their heart and circumstances which made them choose YOU.

2.  Why is this ministry important to you?
-Donors have many choices when it comes to supporting ministries. This question helps you to better understand their heart, their values, and priorities, while also enhancing your understanding about why your organization stands out. (Needless to say, I once worked with a donor who supported some 65 different ministries each month. Let’s hope yours is in the top 5!).

3.  Do you support other ministries similar to ours? (Which ones?)
-If you’ve ever spent time chatting with your Development Director about how new donors are acquired, he or she may discuss how the donors to your organization have similar patterns, interests, habits…in short, similar demographics. It’s quite probable that your donors support a handful of similar organizations, and it’s important to know who they are. There may be opportunities for joint projects or alliances that would be a “win-win-win” for everyone.

4.  In all the ministries you support, what would you say is the common theme?
-Here again, you want to give your donor an opportunity to express what’s important to them, while growing in your own understanding of why people give to you. When it is time for you to chirp in and talk about your ministry, all parties will be best served if your conversation focuses on topics of mutual interest, rather than less relevant program statistics.

5.  Have you seen our facilities? (If yes…) How well do you think our facilities convey the message of hope that is so central to our mission? (or whatever your message happens to be)
-Most major donors care about your ministry, and thus, have an opinion about how you do what you do. This question is an invitation to take one step closer to your ministry by coming down to see the operation first-hand. (Consider the small percentage of your total donor base that has actually done this!). If they’ve had the tour, do get an outsiders’ perspective on how consistently you “walk the talk.” Does your message of hope come through in all that you do or only what you say?

6.  Of all the things we do, which do you like best?
-It doesn’t hurt to survey now and then.

7.  (Looking at pictures on the table or desk….) Is that your (grand)children? What kind of things do you like to do together? Do they share you interest in ministry?
-This question is particularly helpful in understanding if the support of your ministry is a private matter or something shared by the family at-large. This becomes particularly relevant when structuring planned gifts that may impact the family estate.

8.  Do you share any other common interests or family traditions? Do you have a personal or family legacy that you want your (grand)children to carry on?
-Many families are becoming increasingly focused and intentional about their giving. With more understanding about the biblical benefits of giving, parents are beginning to see the value in raising their children to become givers, and embrace Christian philanthropy. Family foundations, Donor Advised Funds, and other vehicles are providing mechanisms for families to live out their faith in the context of finances. If their family values include involvement in ministries like yours, take note!
That’s interesting. We have a type of legacy, focus, or contribution we want to make as well. Fundamentally, we want to be known and remembered as the ministry that…….
-You better know how to finish this sentence. If your ministry values and purposes align with that of the donor, you’re on your way to a partnership of ministry and philanthropy that will be extremely fulfilling to all parties!

10.  Some of the ways in which we want to do that include….
-Here’s an opportunity for YOU to do some talking and share the specific vision and needs of your ministry that – you now know – align with the giving preferences of your donor-friend.

11.  Which of those do you think are the most important or will be the most effective in fulfilling our mission or defining our legacy?
-You’d best have a position on this yourself, but engaging your donor in some thinking about those aspects of your strategic plan they are most likely to support would be helpful dialog.

12.  As we (continue to) develop this/these, would you like an occasional update on our progress?
-By now you should have a pretty good idea of the level of interest your donor has in the future of your ministry. Obtaining permission to re-engage in dialog and send them information ensures and open door for fruitful ministry and philanthropy.

Before Donald Trump says, “You’re Fired”

Sometimes nonprofits tolerate incompetency in staff, largely out of a heart to help others.  Are we really helping?  Want to help others grow, and see great outcomes?  Then don’t enable, but empower!  If you have a staff member in your organization that needs to grow, change, get motivated, etc., Dr. Henry Cloud suggests you seek a commitment to 8 things.  Such a commitment suggests hope for change, so try it before you say “you’re fired”.  You must see some “desires fulfilled” if you are to have hope for a person or ministry to change.

Practical Application: 8 Requirements For Hope That a Person Can Change (ALL 8 must be present.)
1.       I must see you involved in a proven change process. (i.e. agree to go to therapy)
2.       I must see adherence to additional structure placed in your life (i.e. specific dates, tasks, timelines, pert charts, goals, schedules, etc.)
3.       I must see and receive new wisdom brought to the table (that shows me how to help this person change–that which I did not know before)
4.       I must see new experiences and the development of skills. (This may require more resources invested in the person.)
5.       I must see self-sustaining motivation. (Are they chasing whatever it is that will make them better?)
6.       I must hear an admission of need for change and help. (Remember, “You can’t help someone who doesn’t have a problem.”
7.       I must know that they have a support system for when they lack the energy to keep changing. (Get actual names and contact info.)
8.       I must see some actual movement. (It may not be quickly as maturity takes time. But I must see something.)

There should be no more “Mr. Bad Guy” that comes in and simply delivers bad news for bad performance. If they are willing to do ALL of the above things, then it’s fine to move forward in relationship/employment. If they are not willing or able to ALL of those things, then they must “self select” another relationship/company/organization where they can continue to live without having to change. If they do not get to the point where they can see this for themselves, then they must be told. But as Joshua told the children of Israel, “If serving God seems desirable to to you, then, choose you this day whom you will serve.”
—————————
Pastor Dave Michener, who supplied the above notes from Cloud’s presentation, asked Dr. Cloud if it was really necessary that someone meet all 8 of those requirements, to which he replied, “You tell me which one of those requirements should be left out.” Point taken.

Talking Points with Donors

Here are a few thoughts on the progression of your conversation:
1.  We appreciate your faithful support of our ministry over the years. Can you tell me how you first got connected with us?
-This question is so very important because it establishes the starting point for relationship with your ministry. This is where and how the journey began that brought them to the point of sitting face-to-face with you! It often reveals the most effective development paths that originally introduced you to this donor, but more importantly will reveal something about their heart and circumstances which made them choose YOU.
2.  Why is this ministry important to you?
-Donors have many choices when it comes to supporting ministries. This question helps you to better understand their heart, their values, and priorities, while also enhancing your understanding about why your organization stands out. (Needless to say, I once worked with a donor who supported some 65 different ministries each month. Let’s hope yours is in the top 5!).
3.  Do you support other ministries similar to ours? (Which ones?)
-If you’ve ever spent time chatting with your Development Director about how new donors are acquired, he or she may discuss how the donors to your organization have similar patterns, interests, habits…in short, similar demographics. It’s quite probable that your donors support a handful of similar organizations, and it’s important to know who they are. There may be opportunities for joint projects or alliances that would be a “win-win-win” for everyone.
4.  In all the ministries you support, what would you say is the common theme?
-Here again, you want to give your donor an opportunity to express what’s important to them, while growing in your own understanding of why people give to you. When it is time for you to chirp in and talk about your ministry, all parties will be best served if your conversation focuses on topics of mutual interest, rather than less relevant program statistics.
5.  Have you seen our facilities? (If yes…) How well do you think our facilities convey the message of hope that is so central to our mission? (or whatever your message happens to be)
-Most major donors care about your ministry, and thus, have an opinion about how you do what you do. This question is an invitation to take one step closer to your ministry by coming down to see the operation first-hand. (Consider the small percentage of your total donor base that has actually done this!). If they’ve had the tour, do get an outsiders’ perspective on how consistently you “walk the talk.” Does your message of hope come through in all that you do or only what you say?
6.  Of all the things we do, which do you like best?
-It doesn’t hurt to survey now and then.
7.  (Looking at pictures on the table or desk….) Is that your (grand)children? What kind of things do you like to do together? Do they share you interest in ministry?
-This question is particularly helpful in understanding if the support of your ministry is a private matter or something shared by the family at-large. This becomes particularly relevant when structuring planned gifts that may impact the family estate.
8.  Do you share any other common interests or family traditions? Do you have a personal or family legacy that you want your (grand)children to carry on?
-Many families are becoming increasingly focused and intentional about their giving. With more understanding about the biblical benefits of giving, parents are beginning to see the value in raising their children to become givers, and embrace Christian philanthropy. Family foundations, Donor Advised Funds, and other vehicles are providing mechanisms for families to live out their faith in the context of finances. If their family values include involvement in ministries like yours, take note!
That’s interesting. We have a type of legacy, focus, or contribution we want to make as well. Fundamentally, we want to be known and remembered as the ministry that…….
-You better know how to finish this sentence. If your ministry values and purposes align with that of the donor, you’re on your way to a partnership of ministry and philanthropy that will be extremely fulfilling to all parties!
10.  Some of the ways in which we want to do that include….
-Here’s an opportunity for YOU to do some talking and share the specific vision and needs of your ministry that – you now know – align with the giving preferences of your donor-friend.
11.  Which of those do you think are the most important or will be the most effective in fulfilling our mission or defining our legacy?
-You’d best have a position on this yourself, but engaging your donor in some thinking about those aspects of your strategic plan they are most likely to support would be helpful dialog.
12.  As we (continue to) develop this/these, would you like an occasional update on our progress?
-By now you should have a pretty good idea of the level of interest your donor has in the future of your ministry. Obtaining permission to re-engage in dialog and send them information ensures and open door for fruitful ministry and philanthropy.

Christian Fundraising Principles

By Scott Rodin, PhD
I believe that there are seven deadly sins that face every Christian fundraiser. I base this belief on my understanding of Biblical stewardship and the reality of the spiritual battle in which we are engaged as Christian development professionals. As a result, I am convinced that God-pleasing development work carries with it a whole series of unique challenges and potential pitfalls. The following points form the context for this discussion.

1. We were created to live as holistic stewards of our God-given relationships at four levels; our relationships to God, ourselves, our neighbor and our creation;
2. We are called to be one-kingdom stewards, placing everything we have and everything we are under the one lordship of Jesus Christ;
3. Our development work is ministry when it challenges and nurtures the stewardship responsibilities of our donors;
4. We face significant spiritual warfare when we deal with issues of money and obedience in the kingdom of God;
5. We must be prepared to enter this warfare and ensure that our work is God-pleasing ministry and does not become accommodated to worldly standards.

With these factors in view, here are seven deadly sins I believe face every one of us involved in the profession of Christian development.

Sin One – Being Unprepared for the Battle

As a Christian development professional, are you spiritually ready to engage in this battle? Are you willing to walk into the enemy’s territory, put your stake in the ground and say ‘we are not going to do our work according to worldly standards and secular values’? Are you ready to engage in the hard process of calling our people back to whole, one kingdom living? For anyone involved in Christian fund raising work, before attaining the skills and training for what you do, you must first focus on who you are. I believe that who you are as a child of God and where you are in your relationship with Jesus Christ is more important than any tool you will learn in any seminar at any conference that you will attend for the rest of your development life. Cultivate the disciplines of a spiritual walk with Christ that keep you prepared daily for the spiritual battle.

Sin Two – Self Reliance over Spirit Reliance

When we ask our people to pray for God’s guidance about their giving decision do we really mean it? We may hope that giving decisions are made because God’s children come before the throne of God and ask what God would have them do, and then respond obediently. But what role do we really leave for the spirit to do? Do we really step back from the threshold of manipulation and allow God’s spirit to have the final say in the giving decision of our donors? When we cross the line and take it upon ourselves to be the final motivating force for that coveted ‘yes’ from our supporters, we have committed the second deadly sin, and stolen God’s glory in the process. Cultivate a total dependence on the working of the Spirit in the hearts of your donors and refuse to take that role for yourself.

Sin Three – Money over Ministry

Despite the pressure to raise funds ministering to our donors must take precedent over asking for gifts. Our work is to facilitate the process that leads to God’s people cheerfully and joyfully doing what God puts on their hearts to do. Yet we continually face the pressure to secure funds in order to balance budgets and meet operating needs. So how do we respond when care for the donor – the ministry into which you have been called – seems to conflict with doing what it takes to get the gift? This deadly sin is committed whenever ministry is lifted over care for our donors. It’s a hard choice but relationships are the mediums in which we work. Relationships and trust must always come first. The enemy will use pressure, doubt and a false sense of urgency to shift your focus away from the ministry of development and onto the pursuit of immediate returns. We must cultivate a ministry mindset in your development work and never let it be unseated as your first and highest calling.

Sin Four – Unwillingness to Invest the Time

Building trust and relationships takes time. Godly development work is the investment of time to sit with donors when things are difficult, time to call them, to demonstrate in word and deed that we care about them. Ministry requires presence where short cuts almost always involve some level of manipulation and coercion. Impatience is a deadly enemy. The enemy will create an impatient spirit within you and tempt you to use manipulation and coercion to close the deal. Build the necessary time in your developmental planning and don’t deviate for the sake of expediency.

Sin Five – Decisions without Discernment

Godly development work requires an abundance of wisdom and discernment. What is your process for making sure that you have heard God’s word in every decision you make in your development work? And how consistent are you in seeking God’s guidance in everything you do? Put more bluntly, when do you stop seeking to hear God’s voice and simply ask him to bless what we were going to do anyway? The enemy will temp you to listen to your own voices, trust your own ideas, and short cut the discernment process. Cultivate a discernment mindset. Commit the time and be willing to be held accountable. The people working in the developmental profession must be spiritually mature people who have a passion for Christ who want to listen for the word of the Holy Spirit in everything they do.

Sin Six – Activity without Accountability

In this spiritual battle, accountability is critical. What systems do you have in place in your ministries to ensure that funds are spent like they are designated? That donor calls are undertaken with the ministry intent? That hearts are prepared before donor visits are made? Are development plans made on a biblical basis with the guidance of the Spirit? Are development staff committed to ongoing spiritual growth in their personal walk with Christ? The enemy will seek to drive wedges of secrecy and deception into your development work wherever there is no accountability. Develop a clear accountability system in your development program at every level and give it authority.

Sin Seven – Stealing the Glory

In our work we are called to balance acknowledging donors, rewarding successful fundraising work, and giving God the glory for all good things. How do keep our priorities straight? First, we acknowledge donors appropriately for their obedience to what God has laid on their hearts. Second, we recognize development staff in ways that understanding their role as ministry and not as a detached sales force. Finally, we glorify God completely and absolutely as the true source of all funds and blessings of every kind. We also glorify God for the ministry accomplishments as much as the fundraising accomplishments. The enemy will do all he can to divert our attention away from God and give glory in any other possible place. Cultivate a process of appropriate acknowledgement of donors, appreciation of staff, and give all glory and praise to God.

Facing the Giant of Fear

This week, I will face my fear.

It may seem like it’s too late for God to solve your problem. But Jesus insists that he can!

I want a microwave Savior. A God who solves my problems instantly.

But that’s not the only way Jesus works.

In Luke 8, two people came to him at just about the same moment: a religious official named Jairus, and an anonymous woman who had been hemorrhaging for years. The woman got instant satisfaction: “immediately her bleeding stopped” — even though she came to Jesus timidly. But Jairus — who trashed his pride, risked his entire career, and threw himself on Jesus’ mercy — got the most horrible possible news: his little girl had died.

But how did Jesus follow up? By addressing the most debilitating emotion we can experience ... the weapon that Satan most loves to use to keep us from accomplishing what God has called us to accomplish, and to keep us from becoming what God has called us to become: fear.

“Don’t be afraid,” Jesus said to Jairus. When I take my need to God, if he doesn’t see fit to answer my prayer immediately, or answer it the way I expect him to answer it ... if God has a purpose for delaying the answer to my prayer ... my most natural response is to be afraid. I’m afraid he doesn’t hear me. I’m afraid he doesn’t love me. I’m afraid I’m not good enough to have my prayer answered. Or I’m afraid of what’s going to happen if I don’t get what I asked for. I’m afraid of what alternative God might have planned for me. I’m afraid of what God might consider to be best for me, compared to what “I” consider to be best for me! I’m afraid, I’m afraid, I’m afraid!

And Satan loves this. When I’m afraid, I’m functioning perfectly according to Satan’s plan. I’m contributing beautifully to his purposes. I’ve played totally into his hand. I am now of limited use to God ... I am now growing spiritually in only a very limited way, if at all. Fear has done a number on me. Satan wins.

But Jesus says, Don’t fear! Between the two of them, Jairus and the sick woman demonstrate that Jesus can meet my need even after it looks like it’s too late. How many marriages have demonstrated the fact that Jesus can work a miracle even after it looks like it’s too late? How many parents of teenagers can tell you, It looked like it was too late for my kid, but Jesus worked a miracle. Jesus says, “It looks like it’s too late, but don’t be afraid.” He is still working. He still has a plan for your situation. He still has a way to grow you. He still has a way to provide for your ministry. He still holds the future.

If I truly trust God’s love ... my trust can displace my fear!

My Prayer for the Next Seven Days... Lord, help me patiently trust your love - even when it seems like there's no way you can meet the need I'm facing. Help me hang on to you! Amen 

Psalm 56: 3-4
When I am afraid, I will trust in you. In God, whose word I praise, in God I trust; I will not be afraid. What can mortal man do to me?

Moving Up At Work

Are you hoping to rise in the ranks at your place of employment? Do you have ambitions for more? Showing your bosses you are capable is only half the battle to fulfilling your dreams.

In their book “Great Leaders GROW,” Ken Blanchard and Mark Miller wrote about the steps professionals need to take to become great leaders. One of those steps is to open your world at work. They came up with 16 ways to accomplish this:

• Shadow someone from another department or team.
• Work at a client’s facility for a day or longer.
• Listen in on donor calls.
• Travel with senior leaders from the organization.
• Serve on a cross-functional team.
• Begin collecting best practices from top performers.
• Interview recent retirees and seek their counsel on current issues.
• Attend the premier of a new program or the grand opening of a new office.
• Go back in the archives and watch presentations from the past decade.
• Meet with leaders from other departments to understand their issues.
• Have lunch with someone different every day until you run out of people, and then start over again.
• Travel to visit your must successful chapters.
• Find a mentor from another department.
• Ask others who best embody the nonprofit’s core values and spend most of your time with them.
• Attend open enrollment training events that will broaden your perspective.
• Lead anything you can, be it a project team, ad hoc group, work group, fundraising campaign, or any other event. Chances are good you’ll learn more by leading than anything else.