The Generosity Network: New Transformational Tools for Successful Fund-Raising

The Generosity Network: New Transformational Tools for Successful Fund-Raising

Jennifer McCrea, Jeffrey C. Walker, Karl Weber

Language: English

Pages: 304

ISBN: 0770437796

Format: PDF / Kindle (mobi) / ePub

The Generosity Network is the essential guide to the art of activating resources of every kind behind any worthy cause. Philanthropist Jeff Walker and fund-raising expert Jennifer McCrea offer a fresh new perspective that can make the toughest challenges of nonprofit management and development less stressful, more rewarding—and even fun.    
            Walker and McCrea show how traditional pre-scripted, money-centered, goal-oriented fund-raising techniques lead to anxiety and failure, while open-spirited, curiosity-driven, person-to-person connections lead to discovery, growth—and often amazing results. Through engrossing personal stories, a wealth of innovative suggestions, and inspiring examples, they show nonprofit leaders how to build a community of engaged partners who share a common passion and are eager to provide the resources needed to change the world—not just money, but also time, talents, personal networks, creative thinking, public support, and all the other forms of social capital that often seem scanty yet are really abundant, waiting to be uncovered and mobilized. 
            Highly practical, motivating, and thought provoking, The Generosity Network is designed to energize and empower nonprofit leaders, managers, donors, board members, and other supporters. Whether you help run a multimillion-dollar global nonprofit or raise funds for a local scout troop, PTA, or other community organization, you’ll learn new approaches that will make your work more successful and enjoyable than ever.











then tells stories of specific people in specific places with specific problems. As we identify with each of them, our empathy reminds us of pain we have felt in our own lives. But, he also reminds us, all this could change. And we know it could change. And it could change because we have a way to make the change, if we choose to take it. In the context of the 2004 convention, the step Obama urged Americans to take was to vote for Senator John Kerry for president. Of course, Kerry lost that

are gathered around the table, the money flows naturally. But so do other resources that are even more valuable: ideas, talents, connections. To begin practicing this new style of fund-raising, move money away from the center of the conversation. Put the work you are doing and the band you want to build there instead. The result is transformational giving—a connection between donor and recipient that produces learning, change, and psychological, emotional, and spiritual growth on both sides.

opportunities to connect people and foment discussions about many different topics. As a result, vibrant networks and a host of passionate connections have been created around a host of important causes. A DINNER PARTY WITH A TWIST For a Jeffersonian Dinner, approximately twelve individuals, some of whom may already know one another but others who do not, gather in a home, a private dining room, or another quiet location for an evening of food and shared conversation with a purpose. The

relative handful of major partners, it’s possible for donors to enjoy personal relationships with senior members of the organization—the CEO, the executive director, a board member, or a program expert. This enables the organization to rely on personal contact and one-on-one emotional connections to bond the donor to the cause. This typically increases the odds of the donor giving multiple times in multiple ways, including donations of money, time, network access, and personal attention. Now

friend and partner of the organization. The other side of the coin, of course, is the challenge of recruiting first-rate board members to replace those who have departed. Many nonprofit founders, CEOs, and other leaders find this task intimidating. One of Jennifer’s students bemoaned the difficulty of identifying potential board members, saying, “Most of the philanthropists I know already have their favorite cause—how can I find some who will embrace mine?” The job can be difficult—but don’t

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