Cold Calls
Roger Ellison, CFP
appeared in the December 2003 issue of Planned Giving Today

The thought of making an unannounced face-to-face call on a donor often sends chills down the spine of a planned giving officer. To some the thought of cold calling is almost antithetical. “Planned giving officers do not make cold calls” seemed to be the unwritten rule as I began my career in this field in the early 90s. Experience has taught me otherwise.

Typically, relationships by a planned giving officer with potential prospects might begin through phone or mail response to marketing via direct mail, newsletters, ads, television or other vehicles. Perhaps the most blessed beginnings came through self-nominations or referrals from planning professionals, board members or friends of the organization. The charity may already have a file of persons who have made a planned gift or included the charity in their plans; these also might be prospects for additional or different planned gifts. And what development officer doesn’t love the opportunities a good event affords for meeting the organization’s supporters? However, when all the above provide insufficient numbers or quality of contacts, another solution is required.

That solution very well might be colds calls, but such should not be presumed until a reasonably thorough analysis is pursued. That analysis might haphazardly evolve over a number of months, perhaps a period of considerable frustration for a planned giving officer trying to make things works, or it might be rather deliberate and methodical. For a planned giving officer new to the field, or one caught in a trap of doing things that have become stale and unproductive, or one finding herself in a new area or organization, the following three-step process is recommended. Of necessity it is somewhat deliberate, discovery oriented and contemplative in nature.

First, gain an in-depth understanding of the charity’s donors. Secondly, gain an understanding of the charity. Thirdly, determine how the planned giving officer is to connect to the charity’s supporters through that officer’s work.

To gain an understanding of the charity’s donors implies a figurative walk in the shoes of those donors. Global, broad sweep generalizations are appropriate.

1. Who were they?
2. Where were they?
3. From where had they come?
4. How did they make or had they made their way?
5. What were they like?
6. What was their world like?
7. How did they look at the charity?
8. Why and how did they give?

Initial answers can be found in an analysis of the donor database. Books of local or regional history and fiction can provide additional valuable insight, as can art, music, and architecture. Museums, newspaper archives and other media sources can be helpful, as can discussions with key participants or observers. Expect multiple sets of generalizations.

The second area of exploration is that of gaining an understanding of the charity, particularly as it is seen through the eyes of others, most notably those of donors.

1. When did the charity begin?
2. Why did the charity begin?
3. Who made it happen?
4. What did the charity do?
5. How did the charity do it?
6. Why had the charity been so successful?
7. What was the charity’s image?

Each particular charity has a unique story of its genesis and those who brought it about, as well as a history rich with lore, legend and fact. In the records and archives of the organization, in media resources, and in the memories and oral traditions of the organization’s employees and donors are insights rich in significance and value. Coupled with the understandings of the donors discussed above, these insights begin to define the charity, its place in time, geography and in the lives of the community it serves.

At this point, the planned giving officer is faced with an obvious yet perhaps difficult question – “How do I connect our donors to my charity through my work?” Though already connected via their giving, they are not necessarily connected through planned giving. The answer might even bring the officer full circle back to the origins of the frustration and process. Now, however, the understanding necessary to answer the question should now be in place.

In my situation, it was the haphazard process broached above that brought this understanding. In it simplest essence, our donors were our friends. Though scattered over thousands of square miles, they identified with and perpetuated our philosophy of neighbor helping neighbor. How would friends treat friends in response to acts of generosity? They’d thank them. A receipt or letter of appreciation was certainly in order, though that seemed like the barest of business necessities. A personalized note would be nice, a phone call fine, but nothing would be better than personally, face-to-face, thanking the friend on behalf of the leader of the organization. After all, planned giving is a relationship building business, best done in person on their turf. The analysis had convinced me I had permission to do just that.

At this point, the planned giving officer has to engage in considerable introspection. Do I identify with my understandings? Are those really our friends and am I the person to express appreciation? Can I develop a style that is culturally harmonious with my charity, our donors and my work? Can I carry it out naturally, gracefully and honestly? Faced with the counter-intuitive absurdity that I, as a planned giving officer, might be making cold calls, am I willing to do that? The bottom line question is hauntingly simple – “Do I fit?”

For sake of discussion, we’ll assume a positive answer. And, for sake of discussion, we’ll also assume the following goals for a typical initial cold call:
 
1. On behalf of the president (head of the organization), strengthen the relationship of the donor with the organization and express appreciation for generosity,
2. Inform them of your work,
3. Engage them as long and deeply as you think appropriate, and
4. Make sure you are invited to return!

Several points should be recognized as you approach this cold call. You are carrying the agenda, in their time. Be prepared to move the conversation. Beware trying to get too much done too soon; this is somewhat like courtship, with trust being paramount. Continually consider the contact from the perspective of the friend, paying particular attention to logical inconsistencies in your behavior and language.

In advance of the cold call, considerable preparation is required. Whatever you do has to feel natural, graceful and honest to the donor and to the planned giving officer. Remember this is thanking a friend, not the delivery of a diplomatic letter from the President of the United States. Do, however, discuss you approach with the president and request that you be tasked with personally thanking friends of your organization on the president’s behalf. Without that assignment, you cannot honestly move forward.

Practice the language of the first, second and fourth points above until it is perfect. The first is simply a thank you. The second is a description of what you do in very simple, non-technical language, perhaps through story. The fourth might be a question or a statement, basically asking, “May I come again?” The substance of the call is in the least definable third point. Perfection is not a canned speech, as seldom will the words be the same, but whatever they are, words must flow naturally. Practice on employees who are donors. Practice on people you already know who also give. Pick a few dozen of your donors who are the least likely planned giving prospects or the least threatening to you and practice with them.

Anticipate how people might react to your appearance at their front door. Anticipate how they might respond to your words. Expect questions and mentally prepare your answers, particularly positive responses to negative messages.

Interpreting the various planned giving concepts through story can also facilitate the simplification of planned giving. A very simple, non-technical story – perhaps as short as one sentence – should be prepared for each gift concept. Additionally, a very natural two-minute or less story about your planned giving work should be prepared and practiced to perfection. Imagine a major community leader boards an elevator with you and says, “Tell me about your new job.” You have the leader’s full attention until the elevator reaches the bottom floor and may never have such an opportunity again.

Everything you do must be culturally harmonious with your organization, your donors and your work. Give careful consideration to the appropriateness and appearance of the vehicle you drive. Is there a bumper sticker that might trigger a negative reaction? Is your dress and personal appearance appropriate? Pretend also that your donor is observing you as you arrive at their residence and approach their door. Everything you do must be natural, build goodwill and not create alarm or negative reaction.

Prior to each visit, an appropriate amount of simple research has been done in the donor database. Perhaps that information is on a 3 x 5 note card, on printout, in a contact manager on a notebook computer, or in a PDA. Regardless, it is again reviewed at least several blocks away from the donor’s home.

Let’s walk through an imaginary cold call to a donor in a suburban residential area. Keep in mind you are calling on a friend. Drive up to the home, being careful not to block the driveway or the sidewalk as you park. No last minute glances at information about the friend; no last minute activity making sure you look right. Unless you are delivering something requested, or a special gift for the occasion, nothing like a brochure, briefcase, folder, etc. should be in your hands or outer pocket. Move deliberately from the vehicle toward the home, all the while taking in and analyzing every bit of information you can as you walk toward the front door. You’ve already seen the neighborhood and are developing some assumptions, but there are a myriad of clues as you approach the house. Size, appearance, maintenance of the curbs, sidewalk, house, landscaping, and yard are significant clues. Cars in the driveway or toys in the yard give hints, as does outgoing or incoming mail or newspapers. Quite literally, there are hundreds of observations that should be made and analyzed in seconds as you near the door.

At the door, ring the doorbell as you remove any sunglasses with your left hand and step back a couple of steps so as to provide more than adequate social distance from the door opening. Wait 60 seconds. Assume the friend is taking a peek at you through a peephole or from behind a curtain, because often they are. Your countenance is pleasant and expectant, focused on the friend you expect to come to the door, your hands open and visible After 60 seconds, step forward and ring the doorbell again, listening for sounds of activity from the house and the sound of the doorbell. Perhaps a loud knock is required. Step back again.

If no one answers, it is nice to leave a note, perhaps on the back of a business or note card. Let’s assume, however, that the donor answers the door.

Step forward and greet your friend. “Good morning, Mrs. Jones. My name is Roger Ellison with the West Texas Rehab out of Abilene and San Angelo. You’ve long been a good friend of the Rehab and the president asked me to drop by and thank you personally for your generosity.” Perhaps a handshake is appropriate, but the donor’s body language or your intuition will signal the proper course of action. At this point, the donor’s response might take you in one of many directions.

“What are you doing this far from the Rehab? You didn’t come all that way just to thank me; what do you really want?”

“I dropped by to thank you for what you do for us. I work for the Rehab’s Foundation, doing gift and estate planning work, and I’m on my way to Austin to visit with a lady who wants to include us in her will. Your home was on the way, and we thought it wouldn’t be appropriate to come this close and not stop by to thank you. You have been very thoughtful to us over the years.”

“Well look, I’m pretty busy today, my hair’s a mess and …”

It’s clear that this conversation is about to end, so the goal now is to close it gracefully with good feeling and also secure an invitation to return.

“Oh, Mrs. Jones, let’s not even try to visit today. I’ve got to get on toward Austin myself, but next time I’m in your area, maybe we can visit then. Would you like me to call you in advance or just drop by?”

“Oh, it’s all right if you drop by, but I’m pretty hard to get, being as busy as I am.”

“Mrs. Jones, it was good to meet you today. The president really appreciates – as all of us do – what you do for our work with the disabled. Here’s my card; if there’s ever anything I can do for you, please let me know. In the meantime, I’ll look forward to visiting with you next time I’m this way.”

(Unless a business card is requested in advance, it seems most effective to present the card during closure.) At this point, she glances at the card and says as you begin to walk away, “Do you know anything about wills?”

“I certainly do; I don’t practice law, but I’ve helped a lot of people get their affairs in order. Let me get a great little brochure I’ve got in the car and let’s talk about this next visit.”

“No, just put it in the mail. And you’d better call in advance; this may take some time.”

“I’ll call you soon. Have a good day. Thanks for what you do.”

This simple encounter took place at the front door, accomplished all it’s goals – though certainly not ideally – and resulted in a strong indication the friend might become a prospect for a planned gift. In concept, it is a repeatable experience. Some cold calls might even be shorter than this, but many expand in time involved and extend into the home for a more in-depth discussion.

The all-too-easy assumption from the planned giving officer is that cold calls do not culturally fit either donors or organization. An honest analysis, however, might reveal the assumption is, in fact, erroneous. The erroneous assumption might be highly personalized in the planned giving officer. In an era of impersonal and intrusive telemarketing and “do not call” lists, finding a way to make a face-to-face, human-touch contacts with donors offers great potential to enhancing the relationship of donors to the organization and ferreting out planned giving prospects from the donor database. Thoughtfully and carefully executed they can build goodwill, invigorate the planned giving officer and produce planned gifts.