Securing Donor Meetings

Problem: Nonprofit leaders often struggle to get meetings with big donors, who are very busy and need to trust that the meeting is really important.

Solution: By doing your homework, asking mutual friends for introductions, and sending a clear, friendly invitation, you can set up meetings that build strong, lasting relationships.

For nonprofit executive directors, securing meetings with donors – especially major donors – is both an art and a science. Donor meetings are the gateway to building genuine relationships with supporters and often a prerequisite for major gifts. In fact, fundraising experts note that if you can’t get a visit or “get your foot in the door,” you can’t begin to build a lasting relationship. Major donor meetings foster the trust necessary for long-term support and are crucial for securing the majority of many nonprofits’ annual revenue. This report provides a step-by-step narrative on how to go from initial contact to a confirmed donor meeting, and how to set that meeting up for success. It covers researching the right donors, making outreach with compelling messaging, overcoming common obstacles, leveraging your network for warm introductions, effective follow-up, confirming the meeting, and planning for a successful conversation – all with the goal of not just one meeting, but a long-term partnership.

The Importance of Donor Meetings for Non-Profits

Face-to-face donor meetings are vital for nonprofit fundraising. They allow you to move beyond impersonal emails or letters and start a genuine dialogue. Personal meetings help you learn about a donor’s motivations and interests, and they help donors feel more connected to your mission. These interactions build trust and a sense of partnership. Major gifts fundraising, in particular, requires developing a comfort – even a passion – for in-person meetings with donors. If your organization is like most, a handful of major donors provide a large share of funding, so cultivating those relationships is critical.

Consider donor meetings as the cornerstone of relationship-building. Fundraising is ultimately about relationships, not just transactions. A one-on-one visit is about fostering a connection, not just making an immediate “ask”. When you secure that face-to-face visit, focus on stewardship: the goal is to build a long-term relationship and understand what inspires the donor’s generosity. In other words, the meeting is not only an opportunity to seek support, but also to listen and learn how your organization can help the donor fulfill their philanthropic passions. By treating donor meetings as the start (or continuation) of a meaningful relationship, you set the stage for ongoing support that can grow over time.

Research and Identify the Right Donors

Successful donor meetings start well before you reach out – with careful research to identify the right prospects. Your time is limited, so focus on donors who have both the capacity to give a major gift and an affinity for your cause. Prospect research is the process of uncovering donor backgrounds, philanthropic history, wealth indicators, and interests. This helps you evaluate a prospect’s ability to give (how much they might be able to donate) and their inclination to support your mission (how interested or aligned they are). In fact, robust prospecting is considered a fundamental component of successful fundraising because it builds a pool of likely donors to focus on.

Where to start? Begin with your own database. Look for loyal supporters who might have the capacity to increase their giving. Often, annual donors who have given for years may have potential to make a larger gift, especially if research shows they have significant assets. Leverage your nonprofit’s data to spot these hidden gems – for example, an annual donor who has the financial capacity and a pattern of interest in your programs could be a strong major donor prospect. Also, consider donors who have supported similar organizations. People who give to charities with missions like yours are more likely to donate to your nonprofit as well. Public donor lists (like annual reports of peer organizations or charity honor rolls) can reveal individuals who care about your cause area.

Beyond financial capacity, research each prospect’s philanthropic interests and personal background. Try to find out what issues they care about, boards they serve on, and any personal connections to your mission. For instance, if you discover a prospect has a history of donating to education and you run a literacy nonprofit, that’s a sign of alignment. Also look for any biographical details: Did they recently sell a business or retire? Are they involved in community leadership? Have they been in the news for charitable activities? This kind of intel helps you tailor your approach. The more you know about a donor’s interests and history, the better you can frame a meeting request that resonates. As one fundraising guide put it, a donor meeting is more effective when you come in informed about why the donor became involved with your work in the first place and what they have supported. Being well-informed prevents awkward missteps (for example, you wouldn’t want to ask about a spouse who they’ve recently divorced, or pitch a project they have no interest in). A quick Google search and a review of your CRM notes can alert you to potential landmines and conversation topics to either emphasize or avoid.

In summary, do your homework on donors before contacting them:

Confirm capacity: Determine if they have the financial ability for a major gift (e.g. look for signs of wealth or past large gifts).
Confirm affinity: Ensure there’s a link between their known interests or giving history and your nonprofit’s mission.
Review your history with them: If they are past supporters, know what and when they gave, and any interactions to reference gratefully.

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Note personal details: Find personal or professional info (from news, LinkedIn, conversations with colleagues) that can help personalize your outreach. Treat donors as people, not ATMs – remember shared human interests and life events.

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Meet them where they are: If a prospect is very new to your organization, the initial meeting might be more introductory. If they’re a long-time donor, the meeting might center on thanking and updating them on impact. Tailor your objectives accordingly.

Investing time in identifying who to approach will pay off. It means when you do reach out, you’re focusing your energy on those most likely to respond and eventually give, rather than going in cold to just any name on a list.

Leveraging Existing Networks for Warm Introductions

One of the most effective ways to secure a donor meeting is by leveraging your existing network for a warm introduction. People are far more likely to meet with you if someone they know and trust connects you. Before you send that email or pick up the phone cold, check for connections. Does anyone on your board, staff, or volunteer team know this potential donor personally? Perhaps one of your current major donors or allies can introduce you. Use tools like LinkedIn to see if that person is connected to someone in your organization’s circle. It “goes without saying” that you’re much more likely to get a meeting if the prospect already knows and trusts someone associated with your nonprofit.

If you do find a mutual connection, ask that person to facilitate the introduction. The connector might send an introductory email praising your organization and suggesting the donor meet with you, or they might even host a small gathering and invite the prospect to meet you. At minimum, see if your mutual contact is willing to let you mention their name. For example, you could say in your outreach, “Board member Jane Smith suggested I reach out to you…” – a name-drop with permission can instantly signal credibility.

Warm introductions not only open the door but also help overcome initial skepticism. The donor is likely thinking, “Why should I meet with this person?” A referral from a friend or respected colleague answers that question for them – because someone they trust thinks it’s worthwhile. As Amy Eisenstein, a leading fundraising expert, notes, starting with connections will “always be your best way in” with a new donor. Executive directors should actively cultivate their networks for this purpose: keep your board members informed about who you’re trying to reach and ask if they can help, and encourage well-connected supporters to act as ambassadors who introduce others to your cause.

In practice:

Board and volunteers: Regularly review your prospect list at board meetings or development committees to see who knows whom. If a board member has a relationship, have them initiate contact or schedule the meeting on your behalf.
Peer donors: For major donors, see if there are other donors who run in the same circles. A donor might happily invite a friend or colleague to join them at a site visit or event, which can lead to a meeting.
LinkedIn research: Don’t overlook online networking. A quick LinkedIn search may reveal connections (shared alma mater, mutual connections, groups) that you can reference or explore.
Use the introduction wisely: When someone intermediates, make it easy for them. Provide a short blurb they can forward about why you’d value a meeting (focus on seeking the person’s advice or input, not just their money, in this message).

Leveraging introductions does require coordination and sometimes the courage to ask your contacts for help. But the payoff is huge: a prospect who might ignore a cold email could eagerly accept a meeting when a friend says “I’d like you to meet this organization’s director – I think you’ll find their work interesting.” Always explore warm paths first, because they can significantly shorten the journey from first contact to a yes.

Making the Initial Outreach: First Contact Basics

When it comes time for first contact with a donor, choosing the right approach can make all the difference. There are several ways to reach out – email, phone call, a letter, even a LinkedIn message or text – and each has its pros and cons. The key is to tailor your approach to the individual donor’s preferences whenever known, and to make your outreach personal and respectful. Here are some best practices for making that initial connection:

Pick the Right Channel: Consider what you know of the person. Are they an older donor who might appreciate a formal letter or phone call? Or a busy executive who responds to concise emails? If you’re not sure, don’t be afraid to experiment: you might start with an email and then try a phone call if you get no response, or vice versa. Amy Eisenstein suggests doing “what works for each individual donor” – if one method fails, try another. Also, be mindful of timing. Research shows that certain times can increase your chances of getting noticed. For example, sending an email after the Monday morning inbox rush (such as Monday late afternoon or evening) might mean your message is near the top on Tuesday. Similarly, calling at slightly “off hours” – late morning or mid-afternoon – can catch a donor when they have a moment free, rather than during peak busy times.
Personalize Your Message: However you reach out, make it personal from the start. Use the donor’s name and, if possible, reference something specific to them. For an email, a strong subject line can pique interest – ideally one that feels personal, not like a mass blast. For example, subject lines like “Do you have time to connect next week?” or “I’d love your advice, [Name]” can be effective, as long as the content delivers on that personal tone. In the opening lines, mention a connection or context: “I admired your remarks at the Chamber of Commerce luncheon last month” or “Thank you for your past support of our literacy campaign.” If a mutual contact referred you, lead with that: “John Doe suggested I reach out to you, as he thought you’d have excellent insights into our new project.” The goal is to show this is not a cold form letter – it’s a genuine, one-to-one request.
Lead with the Donor, Not the Organization: As you craft your outreach, make it about the donor as much as possible, rather than just about your nonprofit. Frame the meeting as something that will benefit from their input or align with their interests. Effective communication often contains twice as many “you” references as “we” references. For example, instead of saying “I want to tell you all about our organization’s programs,” you might say “I’d love to hear your perspective on the education issue we’re tackling, given your experience…” Highlight any known interests: “Knowing of your passion for the arts…” or “Because you’ve been such a generous supporter of cancer research...”. This signals that you value their experience and priorities.
Be Clear and Concise: Donors are busy. In your initial email or call, get to the point quickly – what are you asking for? If it’s an email, don’t bury the meeting request under a long narrative. State your purpose within the first couple of sentences. For example: “I’m reaching out to ask if we could meet for 30 minutes at your convenience. I’d love to update you on [Organization]’s plans and, more importantly, get your advice on how we can make our upcoming project a success.” If it’s a phone call, similarly, after a friendly greeting, quickly express that you’re calling to schedule a short meeting or coffee chat, rather than leaving them guessing. Clarity shows respect for their time.
Emphasize It’s Not Just About Money: One of the biggest fears donors have is that a meeting will be an aggressive pitch for a donation. You can lower a donor’s defenses by clarifying the meeting’s purpose – and often, the best approach for an initial meeting is not to frame it as a solicitation at all. In fact, if you plan to ask them for a major gift in this first meeting, some experts advise being honest about it in your outreach. However, in many cases the first meeting is about starting a relationship (qualification or cultivation) rather than immediately asking. In those cases, explicitly position the meeting as a get-to-know-you, fact-finding, or advice-seeking conversation. For example: “I’m not coming to ask for a donation; I really want to hear your thoughts and share ideas.” One successful strategy is to tell the prospect that you are seeking their advice or feedback, and that no gift will be asked for at this meeting. People often respond positively to being asked for advice – it’s flattering and engaging – and it can lead naturally to deeper involvement. You might say, "Your perspective as a community leader would be so valuable as we plan our next steps."
Offer Flexibility and Convenience: Make it as easy as possible for the donor to say "yes." Suggest a short duration (e.g. 20-30 minutes) to signal that you won’t waste their time. Indicate you’re happy to meet at a location convenient for them – “I can come to your office or wherever is easiest for you”. If you’re writing the request, consider offering a couple of optional meeting times or windows (“Would next Thursday or the following Tuesday work?”) so they can quickly check their calendar. By offering choices up front, you eliminate some back-and-forth and show you’re accommodating. Just be sure that any times you propose are times you can absolutely make; hold them on your calendar so you don’t double-book.

In essence, your initial outreach should be short, personal, donor-centered, and clear about the ask (meeting). A concise, thoughtful message that highlights your respect for the donor’s time and input will stand out far better than a generic request. For example, an email might read:

Subject: Coffee next week?
Dear Maria,
I hope you’re well. I’m reaching out because I’ve admired your advocacy for climate action in our city. As the director of GreenWorld Foundation, I’d love to get your advice on our new tree-planting campaign. Would you be open to meeting for 30 minutes? I can come to your office or any location convenient for you. (If next week is busy, I’m also free the week of the 15th.)
Thank you for considering – and also, thank you for all you’ve already done for our community. I promise not to solicit a donation; this is really a chance for me to listen and learn from your experience.
Sincerely,
[Your Name]

Such a message is donor-focused (it’s about Maria’s advocacy, advice, convenience), it’s clear about the purpose and length, and it preempts the fear of a hard ask. Always review your outreach note or script by putting yourself in the donor’s shoes: Would I agree to this meeting if I received this message? If the answer is yes, you’re on the right track.

Overcoming Common Obstacles

Even with the perfect outreach, you may encounter obstacles that stand between you and a scheduled donor meeting. Understanding these common roadblocks – and having strategies to overcome them – will significantly improve your success rate. Below, we address several challenges executive directors often face, and how to navigate them:

Getting Past Gatekeepers

For high-profile donors, your outreach might be filtered through an assistant or another gatekeeper. These individuals guard the donor’s time, and your job is to win them over, not bulldoze through them. Treat gatekeepers as allies, not adversaries. Be unfailingly courteous and professional with executive assistants, receptionists, or family members who manage the donor’s schedule. If you’re calling, ask their name and remember it. Explain your purpose briefly and respectfully, just as you would to the donor, since they may convey the message. For example: “I was hoping to schedule a short meeting with Ms. Lee to get her input on our nonprofit’s new initiative.” Often, a gatekeeper’s question will be, “What is this regarding?” – have a concise and appealing answer ready (e.g., “It’s regarding her longtime support of [Your Org]; we’d like to update her on the impact and seek her advice.”).

Another tip is to build a relationship with the gatekeeper over time. If you interact repeatedly, remember personal niceties. One fundraising professional advises making an effort to notice things important to the gatekeeper – for instance, if you learn it’s their birthday or you see an announcement of them receiving an award, send congratulations. Sincerely valuing the gatekeeper can turn them into a champion who helps you get on the donor’s calendar. If the gatekeeper says the donor is unavailable or too busy, ask if there might be a better time in the future and if they can help schedule for that time. Patience and politeness go a long way. Remember, gatekeepers often have significant influence; by earning their trust, you’re indirectly earning time with the donor.

In practical terms:

If calling and you reach an assistant, you might say: “Hi, this is John Smith from XYZ Charity. First, thank you for your help. I’m calling to see if I could schedule a brief 20-minute meeting with Mr. Doe at his convenience – we’d love to get his feedback on an upcoming project.” This underscores you’re not a pushy salesperson, but someone the donor knows (if he’s a donor already) or someone with a respectful request.
If emailing and you have to go through an assistant or generic inbox, still personalize and be gracious: “Dear Ms. Gomez, I’m reaching out in hopes of scheduling a short meeting with Mr. Doe. I realize he is extremely busy, so even 15-20 minutes would be greatly appreciated. I’d be happy to coordinate through you or use any scheduling link that is convenient. Thank you so much for your assistance.” This shows respect for their role.

Bottom line: gatekeepers can either block you or facilitate you – and your approach determines which it will be. Make them your partners in getting the meeting scheduled.

Donor Hesitancy or Disinterest

It’s common for donors (or prospects) to be hesitant when a meeting is proposed. They might respond with objections such as:

“I’m too busy.”
“I prefer not to meet in person.”
“I’m not really interested.”
“I’ve already given to your org.”

Anticipating these objections and having gentle, persuasive responses ready can make all the difference. Here’s how to handle each:

“I’m too busy.” Express understanding and reinforce your small ask of their time. For example: “I completely understand. That’s exactly why I’m only asking for 20 minutes, and I’m happy to come to you at whatever time and place is easiest. Even a short conversation would be so valuable – we can cover a lot in 20 minutes.”

By showing you empathize with their busy schedule and by reiterating the minimal time commitment, you make it harder to say no purely on the basis of time.

“I don’t want to meet in person.” Perhaps the donor is wary of a face-to-face (some people, especially post-pandemic, might prefer phone or Zoom). You can pivot to accommodate or gently encourage them. First, offer an alternative: “No problem – I’d be happy to chat by phone or video if that’s more comfortable for you.” If in-person is important (say, for a tour of your facility or a personal touch), emphasize why meeting matters: “We find it so valuable to put a face to a name and get to know our supporters. I’d really like to hear why you got involved with our cause and ask your advice. It’s easier to have that conversation in person, but I’m open to whatever works best for you.”

By highlighting that the purpose is to hear their story and advice, you appeal to their interests.

“I’m not interested (in your cause/organization).” This can sting, but it’s also an opportunity. If someone flat-out claims disinterest, respect their honesty but offer a low-pressure reason to meet anyway. For instance: “I understand – our work isn’t on your radar right now. Even so, I’d genuinely value your advice as a community member. We’re trying to improve, and an outside perspective for 20 minutes would be incredibly helpful. I won’t try to change your mind about our cause, I promise – I’m just seeking input.”

This response disarms the situation by removing the expectation that they must care deeply about your cause to talk to you. People often will give you a meeting if framed purely as “help us with your perspective,” because it plays to altruism and ego (people like to be seen as wise advisors).

“I already gave (so why meet?).” If a donor thinks, “I sent you a check, what more do you need from me?”, reassure them the meeting is not about asking for another gift right now. Emphasize gratitude and stewardship. For example: “Absolutely – and we are so thankful for your recent gift. I’m not asking for any additional donation at this meeting. In fact, I’d just love to thank you in person, share how your contribution is making a difference, and get your input on our plans moving forward. It means a lot to us to keep our supporters in the loop.”

This reframes the meeting as a courtesy and a chance for them to hear the impact of their giving, which many donors appreciate.

Across all these responses, notice a pattern: empathy, brevity, and reassurance. Acknowledge their concern (“I know you’re busy/I hear you’re not interested/etc.”), keep your counter-proposal short and to the point, and reassure them that the meeting will be worth their while (whether through convenience, getting their advice, or not asking for money). By preparing these talking points in advance, you won’t be caught off guard when an objection comes; instead, you’ll respond confidently and kindly, increasing your odds of overcoming the hurdle.

Timing Challenges

Scheduling can be a challenge in itself. Donors may have packed calendars, travel often, or just take a long time to pin down a date. To overcome timing issues:

Plan ahead but stay flexible: When you first reach out, as mentioned, offer a couple of potential times or a range (“late next week” or “any time in April that suits you”). If those don’t work, ask them (or their assistant) when would be a better time to circle back. Some donors plan their calendars months out, so they might say “check back next quarter.” Make a note and diligently follow up then.
Leverage events and existing commitments: If you know the donor will be at an event (perhaps your gala, or a community function), see if you can piggyback a brief meeting before or after. Since they’ve already committed to being there, finding 15 extra minutes for you might be easier than scheduling a separate day. For example, “I realize we’ll both be at the conference on the 5th – if you have a few minutes after the morning session, could we grab a quick coffee in the lobby?” This can be an efficient way to get face time.
Respect their schedule rhythm: Some donors may have known slow periods (maybe a business owner who’s free after tax season, or a teacher who’s free in summer). If your initial ask hits a bad time (year-end, holidays, etc.), acknowledge it: “I know this season is busy for you – would it be better if I reach out again in a month or two?” They’ll appreciate the understanding, and you’ll get a tacit permission to try later rather than a flat refusal.
Be patient but persistent: Timing issues often require polite persistence. If a donor postpones, don’t be discouraged. Mark a new follow-up date and try again. Persistence is often cited as a key trait in fundraising. One study on major gift officers noted that many donors who eventually give (or meet) might ignore the first few contacts – it’s the respectful persistence that eventually catches them at the right time. As long as you’re courteous and not overly frequent, most donors won’t fault you for following up.

Lack of Previous Connection

If you’re reaching out to someone who has never interacted with your organization before, this “cold call” scenario can be tough. Without any prior connection, the donor might wonder why they should bother. To overcome lack of connection:

Establish common ground quickly: Find something you share. It could be a mutual acquaintance (as discussed under warm introductions), or a shared affiliation like alma mater, profession, neighborhood, or interest. Even mentioning a relevant piece of news (“I read your interview about renewable energy and was really inspired…”) can show them why you thought of them. It provides context instead of feeling completely out of the blue.
Use your mission as the connector: If you truly have zero personal overlap, let the cause be the hook. For instance, “I know you care deeply about animal welfare – I saw your family foundation’s name on the Humane Society donor wall. Our nonprofit is working in a similar space, and I believe our work would interest you.” Here you’re drawing a line from their known philanthropic interest to your organization’s work, creating a bridge.
Be transparent and genuine: It’s okay to acknowledge that you haven’t met before. Something like, "As we haven’t had the pleasure of meeting yet, I’ll briefly introduce myself...". Then succinctly share why you’re reaching out to them specifically. Don’t use jargon; use a friendly, human tone.
Start small: With no prior connection, you may need to earn the right to a meeting gradually. Perhaps your first “ask” isn’t a meeting but sending them information or inviting them to a no-pressure event. However, since this report is about getting the meeting, assume you are aiming for that – you just have to justify it more. You might say: "I realize this is out of the blue, but I’ve come across your name as a leader in our community. Given your passion for education, I would be honored to get just 20 minutes on your calendar to introduce our literacy initiative. Even if it doesn’t lead anywhere, I’d greatly value your perspective." Such honesty can disarm skepticism.

Remember, even without a direct connection, people often respond to sincerity and clarity of purpose. Not everyone will say yes – and that’s okay. But by demonstrating that you’ve done your research on them and that you have a legitimate reason to seek their time, you stand a much better chance than a generic solicitation would.

Competing Priorities

Major donors are typically involved in multiple causes and have many demands on their attention. Your nonprofit might be one of several vying for their time and funds. How do you stand out enough to secure a meeting, given these competing priorities?

Articulate a compelling reason to meet now: If donors have many philanthropic interests, they will prioritize those that feel most urgent or aligned with their goals. In your outreach, mention why meeting with you has timely relevance. For example: “We’re at a pivotal point with a new program that aligns with the kind of impact you’ve championed in the past.” If the donor has a stated focus (say their foundation prioritizes mental health this year), emphasize how your work connects to that. Essentially, answer their unspoken question, “Why should I meet with you rather than spend that time on something else?”
Acknowledge their other commitments: It can be powerful to show that you see the bigger picture of their philanthropy. “I know you are deeply involved with the hospital campaign right now – what you’re doing there is fantastic.” A line like this in your conversation (or even outreach) shows respect. It subtly sets you apart as someone who isn’t ignorant of the rest of their world. You’re not competing in a blind way; you’re recognizing and admiring their other work. This can actually lower their guard and make them more open to hearing you out.
Focus on the relationship, not just the ask: Donors with many priorities will choose relationships that are meaningful. This circles back to the central theme: emphasize that you want to build a relationship, not just secure a one-time donation. If they sense you view them as a partner and not just a checkbook, your meetings (and future asks) become priorities for them, too. Use language like “partnership, working together, shared goals” when appropriate.
Be patient in the long game: If a donor says, “I’m too tied up with XYZ cause for the next six months,” respect that. It doesn’t mean no forever. Congratulate them on the work they’re focusing on and ask if you can reach out again after that period. Then diarize to actually do it. Your understanding now may earn you a meeting later when their plate is a little clearer – and they will remember that you were gracious.

In summary, obstacles are normal when securing donor meetings. The executives who excel are those who prepare for objections before they arise, respond with empathy and solutions, and persist without annoyance. Every “no” or stall can often be turned into a “yes” with the right follow-up: a shorter meeting, a different day, a different approach, or involving a different person. Stay positive and creative in problem-solving. When a donor ultimately says, “Alright, let’s meet,” it will be because you navigated these hurdles deftly.

Strategies for Follow-Up When There’s No Response

What if you crafted a perfect outreach and… crickets? Non-responses are common. People overlook emails, forget to return calls, or procrastinate. Not hearing back is not a definite “no” – it’s a “not yet” or a sign to try a different approach. The key is to follow up politely and persistently, without venturing into pestering. Here’s how to handle the silence:

Give it a Little Time, Then Gently Nudge: Unless your message was time-sensitive, waiting about a week (or two at most) before following up is generally appropriate. Donors are busy, and a non-response in a few days could just mean they haven’t gotten to it yet. When you do follow up, be polite and reference your initial outreach briefly. For example, a follow-up email might say: “Just following up on the message I sent last week about getting together. I know schedules get hectic, but I would still love to meet for 20 minutes if you’re open to it.” Keep the tone light and understanding: “I realize you might not have had a chance to respond yet.” This shows you’re not assuming they’re uninterested; you’re giving them the benefit of the doubt.
Vary the Method: If your first attempt was via email and got no reply, try a different channel next. Perhaps give a courteous phone call: “I’m calling to follow up on the email I sent on the 10th – I wanted to see if we might find a time to meet.” If you left a voicemail and heard nothing, maybe try a text message (if appropriate and not too intrusive) or even a LinkedIn message, especially for a professional contact. Sometimes emails end up in spam or get lost, and a donor might actually appreciate a short text: “Hi, just wanted to ensure you saw my email. Totally understand if now isn’t a good time – let me know what you think.” One fundraising advisor notes it’s not uncommon for an email to get buried or a voicemail to go unheard, so switching up the communication method can help break through. A handwritten note is another option if digital methods fail – a nicely penned short note can charm and show effort.
Show Genuine Care in Your Follow-Up: Instead of simply repeating the meeting request, you might sometimes reach out with a welfare check approach (particularly for donors you’ve met before). For example: “I hadn’t heard back and just wanted to make sure all is well with you. There’s no rush about meeting – I’m more concerned that everything is okay on your end.” This approach, suggested by Amy Eisenstein and others, takes the “gift” or meeting off the table and focuses on the person. It only works if delivered sincerely, and usually when you already have some rapport. But it can “go a long way to establishing a positive bond” because it shows you value them beyond the transaction. Often, donors will apologize for the delay and explain if something happened (busy quarter, family illness, etc.), and then you can kindly ask again about meeting when appropriate.
Stay Respectful and Don’t Overdo It: A rule of thumb is to follow up a couple of times through different channels over a span of a few weeks. If after two or three attempts you still hear nothing, give the donor some space for a month or two unless there’s an urgent reason to persist. Being politely persistent is good; being overly aggressive can backfire. In your follow-ups, use language that releases pressure. For instance: “If now is not a good time, no problem – I’m happy to reconnect in a few months. Just let me know.” This gives them an “out” and shows you’re not just going to harangue them endlessly. Oftentimes, this relaxed approach can actually prompt a response, even if it’s a “let’s schedule for later.”
Find an Alternate Path: If direct follow-ups go unanswered, consider indirect ways to engage the donor until you can secure a meeting. Perhaps invite them to an upcoming event as a guest (with no expectation, just to see the organization in action). Or ask a mutual acquaintance to put in a good word casually (“Hey, Jane, have you had a chance to talk with that director from XYZ? I think it’d be worth your time.”). As Fundraising 101 as it sounds, sometimes a prospect just “isn’t that into you” – maybe your title or approach doesn’t grab them. In such cases, having someone else on your team reach out could make a difference. For instance, if an executive director hasn’t gotten a reply, maybe a board member they know shoots them a note to initiate the meeting, as mentioned earlier. Think of it like finding the right messenger – it’s not personal to you; it’s about what will get a response.
Keep Track of It All: Use your donor database or CRM to log each contact attempt and outcome (or lack thereof). Note which method was tried and when. This helps you plan next steps and ensures you don’t accidentally over-contact or send mixed messages. It’s also useful later to analyze what worked to finally reach them. As one resource suggests, capturing these “best methods for success” in your system – including donor communication preferences – makes future outreach more efficient. If you discover, say, that a particular donor only ever responds to text messages, record that so you remember next time.

In short, silence is not rejection. Many donors who eventually take meetings (and even make major gifts) started as unresponsive prospects that required multiple touchpoints. Your professionalism and persistence in the follow-up phase signal to the donor that meeting with you is important and that you’re not going to drop the ball. Just balance persistence with patience. You might be pleasantly surprised that a polite second or third attempt is met with, “I’m so sorry I didn’t reply earlier… yes, I’d be happy to meet.”

Confirming the Meeting and Ensuring Commitment

Congratulations – the donor said “yes” to a meeting! Now, it’s crucial to confirm the details and reinforce their commitment, so that the meeting actually happens and both parties are prepared. This stage is about logistics and reassurance. Here’s how to handle it smoothly:

Lock in the Date, Time, and Place: As soon as the donor (or their assistant) agrees to a meeting slot, confirm it in writing. If it happened on a call, send a follow-up email or letter that same day: “Thank you for taking the time to speak today. I’m delighted we’ll be meeting on March 5 at 2:00 PM at your office. I’ve blocked out 30 minutes as discussed. Please let me know if anything changes on your end.” It can be wise to send a calendar invite (Google, Outlook, etc.) so it’s on their calendar – many people rely on those. This formalizes the appointment. One classic approach is to send a confirmation letter as well, which was traditional in development: a brief, gracious note restating when and where you’ll meet. In modern practice, an email often suffices, but some major gift officers still send a note by mail for an extra personal touch (and a physical reminder). Choose what fits the donor’s style – some older donors appreciate a letter in the mail; tech-savvy ones might prefer just an email and calendar invite.
Provide any Necessary Information: Make it easy for them to show up. Include helpful details like directions, parking info, or security procedures if they’re coming to your office. If you’re meeting at a restaurant or coffee shop, mention the address and perhaps that you’ll grab a table or look out for them at the entrance. Removing ambiguity prevents last-minute hiccups. Also, share your contact information clearly in the confirmation: “If you need to reach me that day, my cell is 555-1234.” That way, if they’re running late or lost, they can easily let you know.
Reiterate the Purpose (Briefly): In your confirmation, it doesn’t hurt to restate what you’ll be talking about, in a sentence or two. For example: “I look forward to updating you on the new STEM Lab project and hearing your input on our plans.” This reminds them why they agreed to meet and sets the expectation. It also signals that you are prepared and have an agenda in mind, which professionals appreciate. Just be careful not to overload the confirmation with a full agenda unless they requested it. Keep it light – the details can be in your own notes.
Send a Reminder Closer to the Date: For meetings scheduled far in advance, consider a polite reminder a day or two before the meeting. This could be as simple as: “Hello Ms. Alvarez – just a friendly reminder that I’m looking forward to our meeting this Wednesday at 9am at your office. Please don’t hesitate to reach out if you need to reschedule. See you soon!” Many people appreciate this, as it shows you’re organized, and it reduces no-shows. However, use your judgment: if the meeting was only set a few days out, a reminder may be unnecessary. If it’s with a very high-level person who has an assistant, sometimes the assistant will confirm with you instead – but if not, you can send the reminder directly (copy the assistant if there is one).
Handle Rescheduling Graciously: Despite all efforts, donors may occasionally cancel or request a reschedule (their priorities can shift suddenly). If that happens, respond with understanding: “I completely understand – thank you for letting me know. Would next week work better? I’m flexible and will accommodate whatever timing is best for you.” The key is to secure a new date on the spot if possible. Try to avoid leaving the reschedule open-ended (“call me when you’re free”) because that could lead to a game of chase again. Offer new options and get it locked in. Show zero annoyance at the cancellation; things happen, and how you react will be remembered.

By confirming the meeting formally and considerately, you not only nail down the logistics but also convey to the donor that you take this meeting seriously. It subtly increases their commitment – psychologically, once something is in writing on their calendar and they’ve agreed multiple times, they’re less likely to back out. Plus, these confirmations and reminders demonstrate your professionalism, which sets a positive tone even before you walk in the door.

Setting Up the Meeting for Success

Securing the meeting is a major victory – but what you do before and during that meeting will determine whether it truly succeeds. “Success” in a donor meeting might mean different things (it could be securing a next meeting, getting a gift, or simply learning more about the donor’s interests), but in all cases, preparation is paramount. As one fundraising article put it bluntly: attending a donor meeting unprepared is the surest way to secure a bad outcome. So let’s explore how to set up your donor meeting for a successful result.

Define Your Goals and Agenda (But Stay Donor-Centric)

Before the meeting, be crystal clear on the purpose of the meeting and your desired outcomes. Ask yourself: What do I want to achieve in this conversation? Common goals might be:

Building rapport and learning about the donor (their passions, motivations, philanthropic goals).
Thanking them for past support and updating them on impact.
Discussing a specific project or initiative to gauge their interest.
Making a direct fundraising ask (if the meeting is the solicitation).
Getting advice or feedback on plans (and in doing so, increasing their engagement).

You might have multiple goals, but it helps to prioritize. For instance, if this is a first-time meeting with a prospect, your goal might primarily be to listen and learn (cultivation), not ask for money yet. If it’s an existing major donor you know fairly well, the goal might be to discuss a renewal or upgrade gift (solicitation) – in which case, you should know exactly what amount or project you will ask for if conditions are right.

Plan a loose agenda or talking points to guide the conversation. This isn’t something you necessarily hand out (in fact, a formal agenda page might make it feel too business-like for a donor meeting), but it’s for your own preparation. Jot down key points:

Warm up and gratitude: Always start by sincerely thanking the donor for their time and (if applicable) past contributions. Reference something positive – e.g., “I was looking forward to this meeting – and first, let me thank you again for the scholarship fund you helped establish. Do you realize it’s supported 50 students so far?”
Donor-focused questions: Plan a few open-ended questions to ask the donor about themselves. For example: “I’d love to hear more about what inspired your initial gift to our cause?” or “What do you look for when deciding which causes to get involved with?”. If you know of a hobby or interest, you might bring it up to build rapport (“I recall you mentioned you’re a marathon runner – how was your last race?”). The idea is to make it conversational and get them talking, so you can learn from them.
Organizational update or story: Be ready to share a compelling update about your work. This could be a success story, a new development, or an anecdote that illustrates the impact of support. Tailor it to what you think they would care about, based on your research. If they funded X program, talk about progress in X.
The Ask or Next Step: If you intend to ask for a gift in this meeting, have the specifics down (amount, what for, why it’s needed now, and why you thought of them). Practice saying it out loud beforehand so you’re comfortable. If you’re not asking yet, identify what you will ask for in the future or what next step you want. It could be inviting them to an upcoming site visit, or simply a follow-up meeting in a few months. Know what you want to leave with – perhaps it’s as simple as permission to keep in touch or an agreement to consider a proposal.

While having a plan is critical, equally important is the mindset to remain flexible and donor-centric during the meeting. Your agenda is a compass, not a script. If the donor veers off to talk about something they clearly care about, be ready to pivot (remember Tip #5 from the AmPhil article: “Know what you want and be prepared to pivot). Sometimes meetings “go wacky or off the rails,” and that’s okay – your ability to roll with it and then gently steer back on track is the art of the dance. Seasoned fundraisers note that the skill of pivoting comes with practice and being in many donor meetings. So, have your ideal outline, but remain attuned to the donor’s cues and interests. It’s a conversation, not a monologue.

Gather and Prepare Your Materials

Decide what (if any) materials will help make your case or inform the discussion. Common items include:

A brief agenda or outline (for yourself, mostly, as discussed).
A case statement, brochure, or one-pager about the project or campaign you might discuss.
Financials or program data, if you anticipate detailed questions (e.g., some donors love to see budget numbers, others don’t – judge based on the individual).
Visual aids like photos or a short impact report from a program. Sometimes a picture truly is worth a thousand words – a before-and-after photo of a community center renovation you’re fundraising for, for example, can make an impression.
If making an ask, a proposal document or pledge form for them to consider (but don’t shove it at them unless the timing is right; have it in your folder just in case).
Business cards or contact info, to leave behind if appropriate.

Importantly, do not overwhelm the donor with paperwork. The focus should be on conversation. Materials are backup. It can be useful to leave something behind when you depart – perhaps a one-page summary of the project or a personal letter – so that after the meeting they have a tangible reminder of what you discussed. For instance, if you talked about a new building campaign, you might leave a folder with a short proposal or a brochure. The AmPhil guide suggests having a one-pager or proposal to leave behind, noting that donors have a million things going on, and a physical reminder helps keep your organization in their mind.

However, during the meeting itself, don’t let the material distract from personal connection. You might keep any documents in a folio and only bring them out at the moment you’re referring to something (“I have a brief outline of the program budget here, let me show you that 85% of donations go directly to programs, as I mentioned.”). If the meeting is more conversational, you might not use the papers at all, and that’s fine.

One more thing: know your numbers and facts by heart. As an executive director, you should be well-versed in your organization’s work. Be ready to answer questions such as “What’s your annual budget?” “How many people do you serve?” “What results did you achieve last year?” “How much are you trying to raise?”. It sounds basic, but you’d be surprised how many nonprofit reps fumble these in the moment. Donors will expect you to be the expert on your organization. If you don’t know an answer, it’s okay to say you’ll follow up, but it’s far better to demonstrate command of the facts. This builds confidence. Also be prepared for tough questions – e.g., “Why should I give to you versus another charity?” or “How are you handling [current challenge or controversy]?”. Anticipate a few such questions and plan your answers. The more confident and transparent you are, the more trust you’ll earn.

Choose the Right Setting and Atmosphere

The logistics of where and how the meeting takes place can influence its success:

Location: Ideally, meet wherever the donor will feel most comfortable and receptive. Often, that’s their office (their turf, where they feel in control and at ease). If they invite you to their home, that can be great for building rapport (home environments are personal, but respect their privacy and only go if they suggest it or are clearly comfortable). A site visit to your organization (if feasible) can be powerful – seeing your work first-hand might inspire them. But coordinate in advance; some donors might prefer a neutral ground like a quiet coffee shop or restaurant. If choosing a public place, pick one conducive to confidential conversation – not too loud or crowded. A restaurant for lunch can work if it’s not noisy; a coffee shop during off-peak hours or a private room is even better. Ensure whatever location, it aligns with the donor’s preferences and the level of formality of your meeting.
Ambiance and hospitality: If the meeting is at your office or a site, make the space welcoming. A private meeting room with minimal interruptions is ideal. Offer water, coffee, or tea. If the donor is coming to see a program in action, have everything clean, prepared, and maybe a small welcome sign or something if appropriate. These little touches show thoughtfulness.
Time management: Stick to the promised time, unless the donor clearly wants to continue longer. If you asked for 30 minutes, be ready to wind up at 30. You can say, “I want to be respectful of your schedule – we’re at our half-hour. I have a few more things I’d love to discuss, but I’m happy to wrap up if you need to go.” Often the donor will decide if they want to keep talking or not. They’ll appreciate that you remembered the time agreement. Always have a watch or subtle way to keep time (your phone on silent with a vibrate alarm at 5 minutes to end, for example).
Bring a colleague? Decide if you should have someone with you (a board member, program director, etc.) or go solo. One-on-one can feel more intimate and less intimidating for a first meeting. But if the donor is particularly interested in a program, bringing the program manager could add depth (just ensure that person is prepped on their role: they’re there to provide detail, not to take over the meeting). If more than one person from your side attends, coordinate roles beforehand to avoid talking over each other. Rehearse who will cover which topic. There’s nothing worse than two staff fumbling and appearing disorganized in front of a donor. As the exec. director, you’ll lead, and the colleague can chime in as planned. And of course, ensure any colleague also knows the donor’s background and the meeting goals.

Conducting the Conversation

When the day comes and you’re face-to-face (or on Zoom/phone, if that’s the case), focus on building rapport and trust above all. Greet warmly, smile, and thank them again for meeting. Start with some light small talk especially if you haven’t met before – a comment on something neutral like the office decor (“What a beautiful painting – are you a collector?”), the weather, or a recent community event. This helps break the ice and establish a human connection.

Transition into the meat of the conversation by reiterating your appreciation for their support or interest. For example: “I really appreciate you taking time to talk with me today. I’ve been looking forward to learning more about what inspires your philanthropy and sharing a bit of what we’re up to at the nonprofit.” This sets a collaborative tone: you’re here to learn about them as much as to share about you.

Throughout the discussion, listen actively. A common mistake in donor meetings is talking too much. Aim to let the donor speak at least half the time, if not more. Ask open-ended questions and then truly listen to their answers. Nod, take notes if appropriate (it’s okay to have a notepad to jot important things – it shows you value what they say, just don’t bury your face in it constantly). If they mention something personal or tangential, show interest; those personal tidbits are relationship gold. Your agenda might be burning a hole in your pocket, but if the donor spends 15 minutes passionately describing their first charitable experience in college, that is not wasted time – that’s them opening up to you, which deepens the relationship.

When it’s your turn to talk about your organization or project, tell a story if possible. Data is important, but stories stick in the mind and heart. Perhaps share a brief anecdote of a person who benefited from your nonprofit’s work – something that will resonate emotionally. Major donors often decide to give based on impact and emotion, justified by data. So, for instance: “Let me tell you about one student, Alice, who we met in our literacy program. At the start of the year, she couldn’t read even at a basic level… [short narrative]… and now she’s not only reading, she’s become a leader in her class. That transformation happened because of supporters who believed in this program.” A story like that can naturally lead into, “That’s why we’re so excited (and why we’re seeking community input/ support to expand).”

If the meeting includes an ask, by the time you approach it, you should have laid the groundwork: thanked them, heard their perspectives, shared the need/vision, and observed their reactions. When asking, be direct and confident. For example: “John, given your long-standing commitment to conservation, I’d like to invite you to consider a gift of $50,000 to help launch this new urban forestry project. It will plant 500 trees and involve local youth – something I know is close to your heart. We’d be honored to have you lead as a founding donor.” Then pause and wait. This moment can be the most nerve-wracking, but it’s crucial to let the donor respond without rushing to fill the silence. They may have questions, or they may say yes (or no) on the spot, or they might say they need to think. Whatever the answer, respond graciously. If yes or maybe, thank them warmly and discuss next steps. If no or not now, thank them for considering and emphasize you’re grateful for their time and candor. Remember, a “no” now might be a “yes” later – because you’ve still advanced the relationship by getting to know each other.

If there’s no financial ask in this first meeting, you might instead ask for some other commitment: “Would you be open to visiting our project site in the spring?” or “Could we continue this conversation again, maybe in a few months, after you’ve had a chance to think about what we discussed?” Always try to secure a next step – even if it’s small like permission to send them updates or an invitation to an event. This keeps the momentum.

As you wrap up the meeting, summarize any agreed next steps or follow-ups. For example: “I’ll send you that impact report I mentioned, and you’ll think about the volunteer day idea – does that sound right?” Thank them again, sincerely. If appropriate and comfortable, a handshake or even a friendly hug (if you’ve established that kind of rapport and it fits the culture) can end on a warm note. You might say, “This has been really wonderful – I’m so glad we got to connect. Thank you for your time and for sharing your insights. I’ll be in touch very soon with those details we discussed.”

After the Meeting: Laying the Groundwork for Long-Term Relationship

Setting up the meeting for success doesn’t end when you walk out the door. What you do immediately afterward is part of “setting up” the next phase of engagement. Take a few actions post-meeting:

Debrief and Record: As soon as you can, debrief with yourself (and any team member who was there). Jot down key things you learned about the donor: their interests, what excited or concerned them, any personal info (kids, hobbies, vacation plans they mentioned), and of course what they said about giving (did they commit, express hesitance, etc.). Update your CRM or donor file with these notes. This information is gold for future interactions – it ensures you remember details that can personalize future touches, and it helps your whole team (if others work with donors too) be aligned.
Send a Thank-You Note: Within 24 hours (ideally the same day or the next day), send a thank-you message. Always thank a donor for meeting with you, even if they didn’t agree to anything yet. This isn’t just polite; it reinforces their positive feeling about the meeting. A quick email can work, but a handwritten thank-you card can be a nice touch for major donors. In the note, reference something from the meeting to make it personal: “I enjoyed our conversation about education – your perspective on teaching kids to garden gave me a lot to think about.” And if they hinted at or made a gift, by all means thank them for that commitment in advance. Donor relations experts say the sweet spot is to send the thank-you within a day, or even a few hours after, so that the momentum isn’t lost. This promptness also signals that you are on top of things and value their time.
Include Any Promised Information: If during the meeting you offered to send additional information (an article, a program report, a proposal, contact info for someone, etc.), make sure to include that in your follow-up or thank-you. For example: “As promised, I’ve attached the latest impact report from our after-school program.” This shows you are reliable and keeps your promises – crucial for trust. It also helps keep the conversation going. In fact, using the thank-you note to confirm any next steps is smart. E.g., “Thank you again for your time. I will follow up next week with the draft proposal we discussed.” or “I’m glad you’re interested in visiting the project site – I’ll coordinate with your office to set that up.” This not only reminds them of what they agreed to, but also holds you accountable to do your part.
Gently Remind of Commitments: If the donor agreed to something (like introducing you to someone, or they committed to make a pledge or consider an ask), you can politely remind them in the thank-you. For example: “Thank you for offering to connect me with the director of XYZ Foundation – I appreciate that greatly and will look out for that introduction.” Or if they verbally said “I’ll donate X,” you might note: “We are so grateful that you are considering a gift of X; as you reflect on it, please let me know if any questions come up that I can answer.” This kind of reminder should be done tactfully – you’re not hounding, just noting what was discussed. It helps prevent things from slipping through the cracks in busy donors’ lives.
Solidify the Next Interaction: Don’t let the relationship go cold after one meeting. Depending on how the meeting went, plan your next move. If they said “not now” to a gift but were friendly, make sure they get invited to your next event or receive your newsletter (if they’re not already). If they expressed interest in a particular aspect of your work, maybe send them a relevant update a month later (“Thought you’d like to know, the community garden you asked about is now complete!”). The idea is to provide ongoing stewardship – regular, meaningful touchpoints that aren’t always asks. This could include invitations to events, periodic updates, holiday cards, or even just forwarding an interesting article with a note “Saw this and thought of you.” Tailor the frequency and type of contact to the donor’s preferences (some like frequent engagement, others prefer once in a while – you may have gauged this from the meeting or you can ask them, “How would you prefer I keep in touch?”).

By tending to the relationship in these ways, you set the stage for long-term partnership. The donor should feel that meeting with you was the start (or continuation) of a genuine connection with the organization. They shouldn’t only hear from you when you want money. Perhaps send a quick progress update a few months later referencing the meeting: “When we met in March, I remember you emphasized evaluating outcomes. I thought you’d be interested to hear that we just got our results from the spring program: 300 families served! I’m so grateful for your insight – it helped us focus and achieve this.” This shows you listened to them and value their input, which will make them more inclined to stay involved.

Building Long-Term Donor Relationships After the Meeting

Securing and executing a donor meeting is not a one-and-done victory – it’s a step in an ongoing journey of donor relationship building. For executive directors, the true measure of success is not just a single donation resulting from a meeting, but the cultivation of a loyal supporter who will stand by your nonprofit for years to come. Here are some additional tips to nurture long-term relationships post-meeting:

Express Appreciation Early and Often: Don’t wait to thank donors only when they give money. Thank them for their time, their ideas, their involvement. A prompt thank-you note after the meeting, as discussed, is essential. But even beyond that, look for opportunities to thank and recognize them. If, for example, their advice led to a change or improvement, tell them so and thank them: “Your suggestion at our meeting about involving teachers has made a big difference. Thank you!” People want to feel appreciated, and genuine gratitude strengthens bonds.
Follow Through on Commitments: This bears repeating – do what you said you would do. If you promised to keep them updated on a project, make sure you do. If they asked a question you couldn’t answer at the meeting and you said you’d find out, make that a priority and get back to them. Reliability builds trust. Every fulfilled promise, however small, reinforces that your organization is professional and respects the donor.
Keep the Donor Involved: Look for ways to involve donors in the life of your organization that go beyond writing checks. Invite them to tour your facilities, attend program graduations, join volunteer days, or sit on advisory panels. When donors feel involved, they feel a greater ownership and connection. For instance, an invitation to see the project they funded or to meet beneficiaries can be very powerful. Even sending a short video clip of a project can make them feel included. Personal touches like “Thought you’d enjoy this short video of the kids in the new library you helped build” can warm hearts.
Regular, Personalized Communication: Develop a rhythm of communication tailored to the donor’s interests. Many nonprofits have a donor stewardship plan which includes touchpoints like quarterly updates or annual impact reports. While mass communications (newsletters, annual reports) are good, personalized communications are better. A quick personal email or phone call just to check in can mean a lot. Perhaps once or twice a year, reach out without asking for anything – purely to update and see how the donor is doing. For major donors, some organizations even send birthday or holiday cards, or notes on the anniversary of their first gift – showing that you remember and celebrate them as part of the “family.”
Share Impact and Outcomes: Over time, continually loop back to the impact their involvement is making. Did the initiative you discussed at the meeting get off the ground? Let them know its status. If they gave a gift, report on what that gift accomplished. If they didn’t give yet, share positive news to reinforce that your work is effective and worthy. Donors want to see that their time and money produce results. By sharing success stories and outcomes, you validate their trust and encourage continued (or increased) support.
Be Attentive to Donor Cues: Relationships are two-way. Pay attention to signs from the donor about their level of engagement. If they start to open up more, or ask more questions about how they can help, respond with opportunities for deeper involvement (maybe a leadership or campaign role). If they seem to pull back (perhaps not responding as much), don’t smother them; give space, but also see if something’s changed in their life and acknowledge it. Being socially aware – sending condolences if you learn of a loss, or congratulations if you see them honored in the news – shows you see them as a whole person, not just a piggy bank.
Involve Your Team in Stewardship: As an executive director, you might be the main face to major donors, but you’re not alone in stewarding them. Ensure that your staff and board are also aware of key donor relationships (in appropriate ways) so they can play a role. For example, maybe a program staff member sends a quick thank-you email to the donor saying how their visit inspired the team. Or a board member chats with the donor at an event and reinforces the gratitude. These multi-point connections make the donor feel a broader sense of community within your organization.
Plan the Next Ask Thoughtfully: A long-term relationship will involve future asks, but timing and context are everything. Don’t rush into the next solicitation because you got a “yes” this time – cultivate in between. Conversely, don’t avoid the next ask too long either; if you’ve built a strong relationship, donors often expect to be asked to help with important needs. The key is to make sure each ask is well-informed by what you know of the donor’s interests and capacity, and that it fits into a broader strategy of engagement (often referred to as a “moves management” plan). Each meeting or interaction should be moving the relationship forward, whether it’s towards a gift, greater involvement, or simply deeper trust.
Stay Mission-Focused and Donor-Centered: Over the long term, donors stay with organizations that continue to demonstrate the importance and effectiveness of their mission, and that continue to make the donor feel valued. Always tie communications and interactions back to the mission (“here’s the impact your support is making on the cause you care about”) and to the donor (“we couldn’t do it without you”; “this aligns with what you told us matters to you”). This reinforces that the partnership is making a difference.

Finally, remember that building a long-term relationship is much like tending a garden – it requires regular care, patience, and attentiveness to flourish. Your donor meetings are like planting seeds or nurturing seedlings; after the meeting, you water, fertilize, and give sunlight (in the form of follow-up, appreciation, and ongoing engagement). In time, this relationship can grow into something very robust – yielding not just one gift, but ongoing support, advocacy, and friendship that furthers your nonprofit’s mission for years, even decades.