As CEO of Ann Louden Strategy and Consulting, Ann Louden provides seasoned counsel to chief executives, staff, and volunteer leadership with expertise in board development, volunteer management, campaign planning, and donor stewardship. Responsible for raising more than $150 million to benefit the nonprofit community in Texas and now in New York, where she relocated to five years ago, Ann’s primary interests are education, health care for women and children, the arts, and adoption. For twelve years, she led and was the spokesperson for a breast cancer advocacy initiative that engaged thousands of survivors, volunteers, and medical providers. An in-demand national speaker for the Council for Advancement and Support of Education, Ann is the recipient of the Steuben Excellence in Teaching Award and has been named as a CASE Laureate. With a mantra of bringing big ideas to life, Ann focuses on identifying the compelling vision and then creating a goals-oriented plan for execution.
As a consultant to both staff and volunteer leadership, I repeatedly hear that it can be intimidating to build genuine relationships with prospective donors. It has less to do with the time required to really get to know people. It has everything to do with figuring out how to get started.
Why? Because the first steps are the most uncertain. It can be scary to have no prior knowledge about the disposition of the person we are meeting.
What if we can’t answer their questions? What if they are dismissive? What if they have a stronger relationship with someone else in our organization? What if they say no?
When I first got started in this profession and was making an initial contact with someone I had never met, I would’ve paid top dollar for the following inside information:
- What is their personality type?
- How do they like to be communicated with?
- What are their interests?
- Are they THE decision maker?
- How will they relate to me?
Since my early days as a development officer (now more than three decades ago!), I have come to terms with accepting that I can never know everything in advance about the donors I will call on. And I have also figured out that I don’t have to have all the answers – what I DO need is a genuine desire to make an authentic connection.
It has taken me years to really learn how to be a good connector. And it has been worth it! Once I mastered the skills, being a connector has brought me untold advantages. And it will for you too.
Your Connection Report Card
If being a connector could be assessed on a report card, the five top subjects to be graded might include:
- Engaged conversationalist – How present are you when speaking to others? Do you pay attention and stay involved in the conversation?
- Curiosity – Do you ask thoughtful questions which demonstrate you want to learn about the other person? Do you have broad enough knowledge about the world and current events which gives you a jumping off place to ask follow-up questions?
- Genuine interest in others – Do you care about other people and the challenges they face?
- Good listener – Do you hear what the other person is saying and genuinely respond to what you heard, instead of pre-formulating what you are going to say?
- Empathy – Are you able to think about others from their vantage point, as opposed to yours?
Think about whether you’d earn an “excellent,” “good,” “fair,” “unsatisfactory,” or “poor” grade in your ability to connect with others. If you are an excellent connector, it’s a sure bet that people will take a natural liking to you. And your fears about meeting someone for the first time will truly evaporate.
Learning to be a connector is an important step in your career development. And WID is here to help you. Through our WID Career Advisors program, we offer twice yearly opportunities when newcomers to the profession can be matched with more senior members for career advice. Watch for the next sign-up later this spring and keep connecting!