A while ago, I was on the phone with a member of my Board of Directors. We were talking about plans for a trip to visit his congregation, but at the end of the call he brought up another subject: that congregation had recently finished a capital campaign, it had some money left over, and was going to send a significant amount to my organization.
And I’ve been thinking about that ever since. Here’s why.
On the one hand, I didn’t do anything to get that gift. I didn’t solicit it. I didn’t even know that the congregation was doing a capital campaign, let alone that it had exceeded its goal. It isn’t a gift that I would brag about bringing it.
On the other hand, I — and people who came before me — did everything to get that gift. Through years of visits, volunteer opportunities, newsletters, appeals, and other relationship-building, I created the climate that led that congregation to think about my organization when it had extra money. It was good cultivation and stewardship that led to that gift. And I was critical to making sure that happened.
It can be hard to remember that this is how development works. This is what makes development different from fundraising.
Fundraising is transactional. If I were a mere fundraiser, I would have had to ask for that gift. I would have to ask for every gift. I would be constantly chasing those next few dollars. I would be starting over new with every donor every time.
But I am not a fundraiser. I am a development professional. And development is the slow, steady nurturing of relationships to the point that donors are ready to give on their own. And while I still have to ask and remind, I’m never chasing dollars; I’m helping donors do what they already want to do.
And, sometimes, that means I get a nice surprise: all the work I’ve been doing pays off without even asking.