Laura Fredricks

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Preparing an Airtight Script for the Major-Gift Ask

(June 2, 2009) While board members and volunteers often shy away from using a script for making “the ask,” it is pivotal that they structure their ask ahead of time and come ready to make a solid case, says veteran fundraiser and consultant Laura Fredricks.

A script that covers all key points of the ask, and blocks out appropriate time for each, means the ask will stay on track, Fredricks says. That doesn’t mean it has to be memorized word-for-word or recited as a monologue. It just means all the important aspects of an ask will be covered, covered completely, and in a comfortable order for the prospective donor. Don’t put someone up to bat for your organization empty handed. They will most likely also come back empty handed—and ask, “Why didn’t you prepare me for that response?!”

Fredricks, who is author of The Ask: How to Ask Anyone for Any Amount for Any Purpose, alikens the script for a major gift ask to a road map. There are several important components to include before you get to your destination.

First, set a time frame for the ask. Don’t spend 20 minutes of a 30 minute meeting catching up and sharing stories. That said, don’t simply shake hands and make the ask. Fredricks says, as a general rule, the ask should not take more than 25 minutes total. Start with a five minute warm-up period. Break the ice by following up on something the donor mentioned in your last meeting. Ask about children or grandchildren. Here already you need to be prepared—take detailed notes or you simply won’t remember your donor’s particular interests, family concerns, etc.

After the five minute warm-up period should come the ask. Fredricks outlines five essential steps for the ask. The ask should take six minutes.

Essential Components of the Ask

  1. Make a compelling case for the organization and the need for support
  2. Use transitional statements that specifically reference the prospect’s interest, or prior support, or both
  3. Ask for a specific amount and for a specific purpose
  4. Detail the benefits of the gift
  5. Remain silent

Certainly the first step is to state your case for support. Why give to you? And why now? What is the urgency? The script will contain a solid, clear and concise way of stating need. As a transitional statement, include in the script a way to tie the donor personally to the organization’s mission and current need. A good transition may be as follows:

“Leslie, your support for our mentoring program has put us on the map as the model for these community programs. We have the chance to take the program to a national level that is exciting and equally challenging. Let me take a few minutes to share with you what needs to be done to make that dream come true.”

After the transition, ask for a specific amount of money for a specific purpose. This is extremely important, Fredricks says. Don’t ask a donor to guess what is an appropriate amount. Plus, don’t keep them in the dark about who the money will help and how. Inspire them to make a difference with a particular program or project. If you are asking for an unrestricted gift, explain the benefits of such a gift. Be straightforward.

Next is your chance to cover the great things that will happen because of the gift. You’ve already stated your need, now talk about positive things that will happen once the gift is made—for the people the organization serves and for the donor, too.

The ask concludes with the fundraiser, board member or volunteer simply being silent. You have said your piece. Let the donor speak. This may be the hardest part of all, and reiterates the need for a script, Fredricks says. You don’t want to second guess the prospect’s reaction. Make it clear in the script to pause—and listen, listen, listen!

The Donor’s Turn to Speak

Continuing on the overall road map, step four is to give ten minutes, the largest block of time in the script, to the donor for his or her reaction, questions, feedback and overall response. Pay attention to verbal and nonverbal reactions. Listen intently and offer all the time he or she needs state questions and concerns fully. Remember, making a major gift is no easy or quick decision.

Finally, in four minutes, thank the prospect for his or her time as well as for listening to you. Wrap up with a final statement of the gift opportunity and its benefits and schedule a next meeting for follow-up. If there are questions you could not answer, let the donor know when you will get back to them.

These are some essential elements of an ask, and therefore are elements that should be clearly scripted for the person or persons making the critical major-gift ask. Fredricks lays out these and other steps more fully in her book, The Ask: How to Ask Anyone for Any Amount for Any Purpose, on sale now in the AFP bookstore.

Laura Fredricks, JD, LLC, is a consultant, author and motivational speaker for business and nonprofits internationally. Her new book, The Ask: How to Ask for What You Need and Deserve—for Your Cause, for Your Passion, and for You! will be published January 2010 by Jossey-Bass.

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Three Good Things about Fundraising Now
Association of Fundraising Professionals Fundraising News
March 2009

Every challenge presents creativity and clarity. When one door closes another opens...but I’m not guaranteeing that the wait in the hallway is a pretty one. However, if you have the option to be a pessimistic or an optimistic fundraiser during this challenging economic time...choose door number two and here are a few reasons why:

Your board is or should be more engaged
I have been doing quite a few board trainings for groups that would previously never devote the time or resources. Boards know or should know that it is no longer the sole responsibility of the development person or team to shoulder the mountainous task of making up for lost funds from individuals, foundations, corporations or the government and there is a place in fundraising for each board member;

Fundraising is a “Hot” topic everywhere
We have all experienced rocky roads in fundraising but talk to anyone, anywhere—no matter what walk of life or profession— everyone is talking very freely about how they can make up for losses. Fundraiser to the rescue! You can be a substantial hero, heroine and champion if you maintain a positive and focused attitude and you include everyone in the organization to brainstorm with you to elicit the best fundraising techniques for that organization; and

Everyone has a story right now about how they have been affected and what they are doing to adjust
This is an ideal time to see as many donors and funders and... LISTEN. Some of their stories may help your organization by applying new ways to make up a shortfall. Think of this as “accelerated cultivation”... without the present economic times would your donors ever reveal so much about their finances? Treasure their honesty, thank them and tell them your organization is there for them ALWAYS. Trust me, they will remember you and be moved and motivated to give just as soon as they can.

The bottom line is that our organizations need us now more than ever. It is good to be popular so be proud of the work you do. See you on the other side of door number two.

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Essential Cultivation Steps Before…and After “The Ask”
AFPNET.ORG EWIRE
January 26, 2009

The process of good donor relations does not stop once a gift has been made. It is just beginning, according to veteran fundraiser Laura Fredricks JD, LLC, who explains that stewardship goes far beyond the words “thank you.”

“Particularly now I think donor relations is absolutely essential,” Fredricks explains. She views stewardship and cultivation as mirror images of one another. “Stewardship is simply cultivation that takes place after ‘the ask’,” she says. “Too many people view stewardship as recognition. It contains that element, but that is not the whole story.” She encourages fundraisers instead to view stewardship as ongoing cultivation toward deeper support of your organization.

Below, Fredricks offers eWire Skill Builder readers some advice on solid donor cultivation and stewardship. She also will present an AFP Web/Audioconference on Feb. 5 titled “Developing Major Gift Donors Who Deliver.” The presentation will contain tips and guidance on identifying major gift prospects that are the most promising and deserving of deeper cultivation. Registration for this and all other 2009 web/audio presentations is now open.

Laura’s Helpful Hints

Cultivate individually. Everyone is a mini-campaign, so to speak. Some fundraisers grab a group of potential donors and cultivate all of them the same way. But each donor has unique interests and potential. Use keen observation during face-to-face meetings and be sure that each donor profile contains more than just numbers. One key question to answer is: Why are they interested in your organization?

Keep it fresh. Donors should hear from a variety of people. Keep it exciting and fresh with newsletters and email messages. Tell a lot of stories about your organization. Do a whole lot of listening. People connect in different ways, and they appreciate variety.

Always walk away with something new. What is your goal for your next meeting with your donor? You may aim to find a program that matches her interests. Or you may want to find out in more concrete terms a donor’s level of interest in making a gift—at what level and when. You have to keep them moving along, educated and interested.
Explain your priorities. Now more than ever donors want to know what your priorities are so that they can best meet your organization’s pressing needs. Know what those priorities are. Try this exercise: Name three things that won’t happen if you do not reach your fundraising goal. Those three things are your top priorities.

Track every conversation. So often, due to turnover of fundraisers and nonprofit staff, essential information about donors, prospects and supporters is lost because it was not diligently recorded and stored in a database. How else are you going to remember the important details about your donor, be it their love of animals or their preferred meeting times during the week? People who don’t use a database and record their progress with donors generally walk away with far less money. It’s just that simple.

Click here to register for Laura Fredricks’ Feb. 5 Web/Audioconference presentation, “Developing Major Gift Donors Who Deliver.”

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The Chronicle of Higher EducationToday's News

Fund Raisers Share Their Secrets for Raising Money in Tough Times By Kathryn Masterson
October 17, 2008

As Americans grow increasingly concerned about the worsening economy, and scenes of panicked investors play out on television and in newspapers, college fund raisers say the financial events of the past month haven't undermined their mission or their resolve to raise private funds for higher education.

“You can’t sit and do nothing,” said Laura Fredericks, a fund-raising consultant in New York who used to run the development office at Pace University. “The world didn't end. And there's plenty of money out there.”

At the same time, development officers cannot operate in the same way they did when the market was up and the public was confident about the economy.

Here are some suggestions from experts in the field about what fund raisers can do now:

  1. Look inward. Instead of seeking new donors, take a look at your donor pool and focus on those you may not have paid much attention to in recent years.
  2. Rank your biggest donors, longest-giving donors, largest cumulative donors, and oldest donors, suggests Robert F. Sharpe, Jr., a fund-raising consultant in Memphis. The longtime donors, oldest donors, and those who have given sizable amounts in smaller chunks over many years may not be as splashy as the megagift givers, but they are loyal to your institution and may soon be deciding which charities to include in their wills.
  3. Mr. Sharpe suggests dividing the names on the lists among fund raisers—and even the college president—and contacting the top donors in each category to thank them for their support. Tell them how much they've given in all. That recognition will help keep your institution in their minds when they consider making bequests or planned gifts.
  4. “Right now we need to learn how to make ’the thank,’” Mr. Sharpe says. “We need to thank people for their cumulative giving, for their longevity of giving, for what they're giving now.”
  5. Be near, dear, and clear. In a tough economy, the competition for dollars among charitable causes becomes even fiercer. When donors pull back on their giving, they usually cut out recipients rather than reduce gifts to every organization they support, experts say. Their advice: Visit donors, call them, tell them what their gifts have done, and make a clear case why the institution needs their continued support.
  6. Add value. Challenge gifts, which offer an incentive for additional donors to give, can make people feel they are getting (and giving) more for their money.
  7. When Purdue University announced a $2.5-million anonymous gift for merit scholarships last week, the university also introduced a challenge to help raise a total of $10-million for the same program. Every gift over $25,000 that goes into the scholarship endowment will be matched.
  8. The program essentially gives donors a chance to double the money they provide for scholarships, and allows the university to attract more high-achieving students, said France A. Córdova, Purdue’s president.
  9. Think long-term. Psychologically a donor might prefer not to make an outright gift in uncertain times but would rather make a planned gift that provides an immediate tax break or guaranteed payments from an annuity, says Ms. Fredericks, the consultant.
  10. At a time when many colleges are reporting losses on their endowment returns for the 2008 fiscal year, remember that unrestricted endowment funds have historically come from bequests, Mr. Sharpe says. Don’t ignore your longest-term donors, even if they are not giving as much as they used to, because they are the ones who can build your endowment through bequests over the next five to 10 years.
  11. Offer to help. A relationship with a donor is like a marriage, says Debra A. LaMorte, senior vice president for development and alumni relations at New York University. You are there for them in the good times as well as the bad—meaning you don’t go away if they are having a hard time financially.
  12. Many of NYU’s business-school donors work in the financial industry or other businesses that are hurting. To help them out, the university plans to offer opportunities for job networking and social networking.
  13. “We’re really trying to be there in a different way than saying, ‘Where’s your annual gift?’” Ms. LaMorte says. “That’s not realistic.”
  14. Be sensitive. This might not be the right time to hold a black-tie gala. Even if your donors are still in a position to give, they may feel that a big party seems inappropriate when so many people are worried about their economic situations.
  15. “People are not in a celebratory mood,” Ms. Fredericks says. “They’d rather give outright.”
  16. Instead, she says, reach out to big donors with a phone call and to the larger pool of small donors through letters or messages on the college’s Web site. Emphasize that you understand it’s a difficult time, but make the case that your institution and its students need financial support now more than ever.

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The Chronicle of Higher EducationToday's News

Fund Raisers Get Tips on Making 'The Ask'
By Kathryn Masterson
June 16, 2008

Understanding why people give to your organization, why trustees and presidents might be hesitant to ask for large donations, and what money means to you and your donors are all keys to getting the major gift in a fund-raising campaign, Laura Fredricks, a former university vice president told a conference of nonprofit fund raisers here on Friday.

The psychology behind getting the big gift and making "The Ask" for it was a major topic at Fund Raising Day in New York 2008, which drew representatives from across the nonprofit world, including charities, hospitals, colleges, and museums. The Greater New York Chapter of the Association of Fundraising Professionals presented the meeting.

Ms. Fredricks, who was vice president for philanthropy at Pace University from 2002 to earlier this year and raised more than $80-million for the institution's $100-million capital campaign, warned major-gift officers not to ignore people's feelings and views about money. She said that when she was working in development at Temple University, no one knew why one alumnus, a wealthy developer, never gave more than $1,000 at a time to his alma mater. Ms. Fredricks finally asked him, and he told her that he was afraid of running out of money as his family had when he was a child.

“It’s an emotional firecracker,” Ms. Fredricks said.

For fund raisers hesitant to ask prospects for large gifts, she suggested three ways to get over it: Take the soft approach, and get to know the donors before making the ask; take a direct approach, and ask why they support your organization; and share your story about why you care about the organization you are raising money for.

Using the direct approach—for example, finding out that a longtime donor to a hospital gave because he was Greek and so was the institution's president—allows development officers to match prospective big donors with specific interests and causes. The donor who was proud of his Greek heritage, for example, ended up endowing a program at the hospital for Greek nurses.

When trustees, chief executives, or presidents are hesitant to help raise money for major gifts, Ms. Fredricks advised, the organization's professional fund raisers should provide training and practice for them so they will be more at ease. They should be treated the same way donors are—as individuals with different emotions about money—and given simple requests, she said. Instead of giving a reticent board member a list of prospective donors, Fredricks suggested starting out with the names and biographical information of two current donors and then asking the trustee to call them to say thank you.

Other advice offered at the meeting included:

  • Thank your donors. Then thank them again and again—in meetings, in newsletters, by phone, or by mail. Recognition makes them feel good and keeps them engaged with your organization. "Nothing is worse than taking too long to thank a donor," said the keynote Subscribe Day pass speaker, Lorraine A. Cortés-Vázquez, secretary of state for New York and former president of the Hispanic Federation, a nonprofit network of Latino health and human service agencies.
  • Maintain contact with donors, especially when your organization has staff turnover. Don't let a relationship with any donor, no matter how small, lag because he or she got lost in a database or the person who worked with the donor left, said Larry Schafer, vice president and vice provost for development at New York Weill Cornell Medical College. That donor who started giving $100 or $1,000 may turn into the source of a big gift one day. "The muddle in the middle is a big problem," Mr. Schafer said.
  • Consider using your biggest donors to ask for other major gifts. They have a proven commitment to your organizations, Mr. Schafer said. At Weill Cornell Medical College, Sanford I. Weill, former chairman of Citigroup and a philanthropist who gave more than $100-million to the college, makes the biggest of the major-gift asks. Having given a big gift "makes that person a marvelous solicitor," Mr. Shafer said.
  • Think about bringing persuasive people associated with your college who aren't on your campaign staff on prospecting calls. Rosemarie Garipoli, executive director of a more-than- $1-billion capital campaign for Lincoln Center, brings people involved in specific arts programs or the "star-chitects" involved in redeveloping the center to see prospective donors who are interested in those particular fields. That has helped bring in major gifts, she said.
  • Cut down on meetings. Your development and advancement staff should instead be out making calls, Ms. Fredricks said.
  • Don't show your desperation, no matter how far you are from hitting your goal. You're not raising money to keep your organization from going out of business, said Michael Margitich, senior deputy director for external affairs at the Museum of Modern Art in New York, where he oversaw an $858-million capital campaign. When he helped run a capital campaign at Columbia University, he explained to potential donors that he was raising additional funds to "maintain our level of excellence." He still uses that phrase today. "I never show the stress," Mr. Margitich said. "I think the donor picks that up."

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Advancing Philantrhopy

Advancing Philanthropy
March/April 2007

Management File
Reviews and Comments

The Ask: How to Ask Anyone for Any Amount for Any Purpose
by Laura Fredricks
(Jossey-Bass,2006), hardcover, 288 pages.

Laura Fredricks' book answers questions about making the critical in-person ask for money. Fortunately, it doesn't stop there. The Ask goes beyond the basic "how-to" of many fundraising books.

Once you make your case and your request for a monetary gift, then what? This book provides you with scenarios that help you anticipate prospects' questions and be better prepared to share your passion for your organization's mission. Passion is Fredricks' byword and should be yours as you lead prospects through the journey from interest to involvement.

The Ask is ideal for the development officer who has a strong database used primarily for direct mail and special events. By perfecting the in-person ask, you will step up to the next level in fundraising.

Share the chapter on "Preparing for the Ask" with your volunteers and nondevelopment staff. This is especially helpful for development officers accustomed to working solo. Learn which "asker" covers which areas, along with the timing details necessary for the effective ask.

The sample forms that enable you to immediately put his knowledge to work are additional perks of the book. Read The Ask and make your ask!

—Reviewed by Judy Neill, development director
Coffee Memorial Blood Center, Amarillo, Texas

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Advancing Philantrhopy

Advancing Philanthropy
September/October 2003

The Fundraisers' Guide to Managing Your Career

When Laura Fredricks, J.D., vice president of philanthropy at Pace University in New York City, interviewed for her position about 16 months ago, she asked to have four hours with the president of the university. Four Hours? "Because this was a vice president position, a major factor was the working relationship with the president. If we would have to work long hours together, come together and make decisions, we had to get beyond that hour and a half she explains. The president did take four hours to meet with Fredricks, and they discussed everything from the position responsibilities and values to plays and music. "When we walked away, we both knew that this was right," she says. The interview is a two-way street—you learn just as much about the organization as it does about you. Take the initiative and probe for information:

  • What are the specific responsibilities of the position?
  • What is the first challenge that needs the attention of the person you hire?
  • Is there a written job description for your position?
  • Where does the organization want to be in three, five or maybe 10 years?
  • What is the span of control and authority (report to CEO, access to board)?
  • What resources are available (computer, software, budget, leadership, staff, supplies, endorsement of board and CEO)?
  • How has the job been performed in the past? Is that the benchmark for excellence?
  • How will the performance of the person be measured?
  • Why is the job vacant?

"Approach the interview as though you have the job and explain what you can bring, " Fredricks advises. "Get the dialogue going. Be a little more detached and give an overview. Become their consultant. I came with seven files and an expandable folder. If in the interview you already sound as though you understand what needs to be addressed and give suggestions, you have a great chance." Most likely you will interview with more than one person, which will require interacting with different personalities and varying points of view. Trevin Hartwell, director of development and alumni relations at the University of San Diego School of Law, says he was surprised by the number of people he had to meet in the interview process. "I met someone from every constituency group—provost, dean, faculty, alumni, among others. This was daunting initially, but in the end it made complete sense. I learned a lot about the institution from a different perspective. It was a great way to learn about the issues I'd be dealing with and have to tackle."

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The NonProfit Times
Fundraising ...Top 20 ways to prepare donors for your ask

When asked how he's so good, hockey legend Wayne Gretzky often responded that it's all about anticipation: "Skate to where the puck is going, not to where it has been." In her book, The Ask: How to Ask Anyone for Any Amount for Any Purpose, author Laura Fredricks offers Gretzky-esque advice: anticipate your prospect.

Essential to your success is knowing as much as you can about the prospect before making the ask," wrote Fredricks. This, she added, is cultivation, or rather, everything you do up to the ask.

Fredricks offered the following 20 cultivation techniques:

  • Correspond via email with prospects.
  • Call the prospects.
  • Meet with prospects at their homes, offices, or at a restaurant.
  • Have prospects meet the leaders of the nonprofit, board members, administrative officials, staff and beneficiaries.
  • Give prospects a tour of your facility.
  • Attach personal messages to your direct mail.
  • Send prospects holiday, birthday, congratulatory, sympathy and anniversary cards.
  • Ask prospects for advice on a subject that is important to the nonprofit.
  • Have beneficiaries call, write or visit prospects frequently.
  • Invite prospects to the nonprofit's special events.
  • Ask prospects to host a reception or a gathering of select donors and prospects to promote the successes of the nonprofit or to inform donors and prospects about the progress of a program.
  • Ask prospects to volunteer on a committee or advisory board.
  • Inquire whether prospects have contacts, colleagues or friends who'd be interested in your nonprofit.
  • Draw on prospects' writing or communication talents and ask them to write an article for your nonprofit's newsletter or magazine.
  • Send prospects newspaper and magazine articles on their interests, such as sports, theater, music, shopping and literature.
  • Take prospects out for their birthdays or to celebrate some other special event.
  • Join prospects at a concert, race, game, hike or walk when they extend an invitation to do so.
  • Feature prospects in your nonprofit's internal publications.
  • Invite prospects to give a speech, lecture or workshop on their area of expertise to the nonprofit's beneficiaries, other prospects, administrators or fundraising staff.
  • Have the leaders of the nonprofit periodically call, write personal notes, or email prospects after they've met, just to keep the prospects informed about the nonprofit.

* * *

"The Ask is an invaluable resource for any nonprofit organization serious about increasing its donor support.  As an organization in the first three years of its existence, we have referred to this book many times and feel strongly that our giving campaigns and fund raising events would not have been successful had we not put into place Laura's practical advice and step-by-step instructions.  This book will help with every aspect of fund raising, from the smallest need to the largest capital campaign.  Every nonprofit executive office should have this book in their library! "

—Debbie Farson, Board Member, NY City Master Chorale

* * *

"One of the best things about The Ask is it is not just about major gifts. Fredricks outlines how to seek donations for special events (auctions, luncheons, golf tournaments)and the annual fund as well as major and planned gifts and capital gifts. She also guides the reader through overcoming personal factors in money that can make a person hesitate or even indefinitely postpone an ask. She directs 'the asker' to consider the prospect's views on money before asking, too. There is also an outline of the 'essential elements' for any kind of ask from which both novice and experienced askers can benefit. This is one of the best of its type around!"

—Fred A. Matthews, Matthews Philanthropic Strategies, Issaquah, WA USA

* * *

"If you ever thought it was difficult or uncomfortable to ask for money, think again. This book empowers you to go out and do it again and again."

—Rachel Wawn, development manager, The Healing Foundation, London, England

* * *

"The Ask is a commonsense approach on how to ask anyone for money. It will enhance the skills of countless people around the country who need to ask for money so that philanthropy will grow immeasurably."

—John Burke, director of major gifts, The Passionist Missionaries, Union City, New Jersey

* * *

"Asking people for money is one of the most difficult 'sales' we can make, and no matter how noble the cause, having the right tools at our disposal can make the difference. This book provides all the tools necessary to complete the 'sale.'"

—James Duffy, CFO and executive vice president, Vertrue Inc., Stamford, Connecticut

* * *

"Most of us, when put in a position to ask for a contribution for a worthy purpose, are uncomfortable making the approach. But when someone requests a donation from us, we do not think any less of them for asking. Insights offered here will help the reader bridge this gap and confidently ask the next time."

—Michael O'Reilly, vice chairman, The Chubb Corporation, Warren, New Jersey

* * *

"ASK and you shall receive. Get this book and you will be prepared for ANY ask, no matter the size or cause. It's the 'go-to' book for truly effective fundraisers. ASK for it today!"

—Sarah Holland, president, The Visibility Project, New York, New York

* * *

"With over one hundred sample dialogues, you can't afford not to buy this book!"

—William Bartolini, chief development officer, RFBD: Learning Through Listening, Princeton, NJ

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Newsletter / GUEST Article Book Review
GreenField Group

BOOK REVIEW: The Ask How to Ask Anyone for Any Amount for Any Purpose

Beginning with forming an honest and friendly relationship with a prospect, and ending with the follow-through necessary after any ask, this book takes the reader along for every step of this ever-important journey. Every fear is allayed, every situation picked apart, and every facet of the complicated money dance is studied under Fredricks' questioning lens. Packed with over one hundred sample dialogues, this book serves as the definitive resource on personal solicitation. Now if you'll excuse me, I'm off to query Bill Gates.

—Adriana Dolgetta

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New Books — The Ask: How to Ask Anyone for Any Amount for Any Purpose

The Chronicle of Philanthropy

Her book begins by encouraging fund raisers to prepare to persuade others by first examing their own views on money, since many people find it awkward to talk about the subject. Those who balk at asking for donations may fear rejection, but Ms. Fredricks outlines ways to develop confidence in seeking a gift.

* * *

"I recently purchased your new book on Amazon.com. I just finished reading it and I commend you on a very fine book full of valuable, doable suggestions and some fine Principles.

I am presently in a career search campaign seeking to lead a foundation. I look forward to applying many of your good ideas—soon I hope.

I underlined my copy of The Ask and made notes, etc., and I ordered another copy of the book for my wife Susan, who has just taken on part-time fundraising at her University. Your book will give her a wealth of good, practical ideas and Principles for successful fundraising. Thank you again."

—Fredrick B. Dent, Jr.,
Former United States Secretary of Commerce

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A much needed book to aid in the process of training volunteers in the fundraising process

By Jeff Lippincott
www.Jlippin.com, (Princeton, NJ USA)
September 14, 2006

Asking (soliciting) people for money can be a stressful or challenging endeavor. But, you know, so is just about everything we do the first time. And how do we learn to do something the first time? Someone teaches us either verbally or by way of writing a book. This book does a wonderful job of explaining "The Ask" part of not-for-profit fundraising in its 10 chapters:

  1. Soliciting Money Usually Causes Jitters
  2. Prospect Research and Evaluating a Prospective Donor for Gift-Giving Readiness
  3. Who Should Do the Ask?
  4. How to Prepare for an Ask
  5. Asking for Non-Major Gifts
  6. Asking for Major Gifts in Annual Campaign Setting
  7. Asking for Planned Gifts (Deferred Gifts)
  8. Asking for Major Gifts in Capital Campaign Setting
  9. How to Respond to Prospective Donor after Making the Ask
  10. Follow-Up for Each Ask

The author is certainly qualified to write the book. She has a number of years experience working in a major gift setting for a well established university in New York. It surprised me when I stumbled across this book in the bookstore that there was enough material on the subject to actually write this book. But apparently there is more than enough to talk about on the subject. I probably would have titled the book "Soliciting Major Gifts" instead of The Ask. But then I would not have included Chapter 5 either.

Let's face it, face-to-face gift solicitation is predominantly a major gift thing. There might be some face-to-face gift solicitation of donors for sizeable (but not major) gifts, but for the most part that is the exception not the rule. Major gifts as I know them are $10,000 and up. Many are six figures! Now that is something to get jittery over.

I would have liked the book better if it had not been as wordy as it was. Instead of providing the chapter titles in this review as they were written in the book I changed them a bit. I think my titles explain the contents of the book better. I also found the list of TEN (10) basic categories of responses to an ask included in the book to be way too long. I'm familiar with there being just four: (1) Yes I will give, (2) No I won't give, (3) That's too much, and (4) Let me think about it and get back to you. And there was some overlap of "guiding principles" included at page 213 of the book - so I think there could have been fewer principles included in that list.

I have a feeling this book will get its most use from board members of nonprofits and leadership teams heading up capital campaigns at nonprofits. It is my understanding that most people involved in major gift solicitations at the big nonprofits (schools and hospitals) already have a system in place for helping major gift solicitors feel at ease doing an ask and doing it well. In fact, this book is probably a public version of one of those schools' in-house guides. 5 stars!

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Not Just for Big $$$

By Fred A. Matthews
"Matthews Philanthropic Strategies (Issaquah, WA USA)
February 10, 2006

One of the best things about The Ask is it is not just about major gifts. Fredricks outlines how to seek donations for special events (auctions, luncheons, golf tournaments)and the annual fund as well as major and planned gifts and capital gifts. She also guides the reader through overcoming personal factors in money that can make a person hesitate or even indefinitely postpone an ask. She directs "the asker" to consider the prospect's views on money before asking, too. There is also an outline of the "essential elements" for any kind of ask from which both novice and experienced askers can benefit. This is one of the best of its type around!

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The Ask

By C. Jenkinson
March 8, 2007

I find this book to be very detailed and specific, giving useful examples of how to exercise the theories of fundraising covered in the book.

However, the book is extremely America-centric. Most other countries have not caught up to America in the field of philanthropy. For this reason many of the recommendations cannot be adopted or need to be scaled down for Australian fundraisers.

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An informed account from a fund-raising expert

By Rolf Dobelli
getabstract.com (Luzern Switzerland)
November 13, 2007

You have just accepted a staff or volunteer position with a prominent local nonprofit organization. One small problem: up until this point, you never have asked anyone for a dime for charity. Fund-raising is a brand new field for you, and now you must routinely solicit large donations and other vital financial assistance from local community and business leaders. Asking for money does not come naturally to most people. Well, here's some good news: As with any other established area of expertise, you can learn this skill. You can put proven methodologies to work to persuade people to make major financial contributions to your organization. We recommend this intelligent, informative manual on valuable fund-raising procedures and techniques. Laura Fredricks is a true expert on the subject and she details all her hard-won knowledge in this book. You can't ask for much more than that. Or then again, according to Fredricks, you can. Indeed, she will teach you how to ask for everything that your organization needs.

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Developing Major Gifts: Turning Small Donors into Big Contributors

Foundation Center

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The relaxed voice of the narrative, interjected with intermittent humor, does not undermine its serious instructional framework. Peppered with quotes from actual donors on how and why they give, the tone of the text is such that novices as well as veteran fundraisers can relate to the author's message of how one motivates, inspires, energizes, and organizes major gift prospects. In her creative and enthusiastic style, Fredricks reveals tried-and-true methods on how to best plumb these prospects.

—Candice Springer Assistant Librarian Foundation Center Atlanta, GA

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Developing Major Gifts: Turning Small Donors into Big Contributors

Advancing Philanthropy

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Everyone should listen to Laura Fredricks' AFP Audioconference "The Ask Plus Follow Through," and fundraisers can also hear her voice in this book. Readers are treated to a kind of first-person account, with colloquial expressions such as "thank your lucky stars. "Fredricks is a teacher, mentor, and friend in this well-organized, logically outlined reference.

—Shelley Murphy Strickland

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NEW BOOKS — Developing Major Gifts: Turning Small Donors into Big Contributors

Chronicle of Philanthropy

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The final chapter, which Ms. Fredricks says is designed to "motivate, encourage, and energize," contains success stories about donors who increased their gifts from between $250 and $2,500 to bewtween $50,000 and $5-million.

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