From the desk of
Arthur C. Criscillis, Ed.D. ¦ Managing Partner

The First Visit: Successful or Suboptimal

I don’t know that I can count the number of times a gift officer has said to me that he/she/they had a good initial visit with a prospect but wasn’t quite sure what to do next. Suffice it to say, many, many times. I typically say that this is a common question. I follow that with the suggestion that the first visit may not have been as good as imagined. Why? One of, if not THE, main purpose of an initial visit is to give the gift officer a better idea of what might be appropriate next steps to take a prospect. To not have a better idea of next steps—and even to have proposed some as potential next interactions at the meeting’s conclusion—indicates that the initial visit was not successful.

When meeting with a major gift prospect (or potential prospect in a qualifying visit), the most important task is to ask questions. It’s less about what a gift officer says than it is what a gift officer asks. If a big part of what we are doing is seeking to understand a prospect and what that prospect values, then it is imperative that we ask and listen. As a mentor told me, you never learn anything with your mouth open.

If the prospect is or has been a financial supporter of your museum or arts organization, the one question the gift officer should ask without fail is “When you send us your gift, what is it that motivates you to do so?” Many arts supporters feel passionately about the arts—whether it’s driven by what they collect, the role the arts play in education, or the personal satisfaction they gain from seeing a great exhibition or a superb performance on the stage.

If the prospect is not a supporter, the gift officer should ask about the charities the prospect supports and the motivation that drives that support. (That’s a good way to learn what the prospect values and is a good question to ask those who support us—helpful, supplemental information.) If that prospect isn’t a donor, but is engaged in other ways, asking about the motivation for that is also helpful.

With that information in hand, the gift officer should seek to determine areas of interest for the prospect. Based on the information gathered in the initial conversation and in light of the current strategic priorities of your arts organization, the gift officer should indicate to the prospect that the CEO, the Board, and the senior management team are focusing on 3-5 top strategies. These are areas for which the gift officer will be seeking philanthropic support, but that should not be part of the conversation at this point. It is to simply describe these areas of focus, show why they matter, and illustrate impact they will have. Then ask the prospect for her/his/their impression of/reaction to those. Do any resonate more than others?

With that having been done, it is time to open the door to hear what the prospect thinks is important. A simple, “As you think about us, are there any areas that—to your way of thinking—are particularly important?” This may well open the door for the prospect to discuss a program or area that may not be a strategic priority but is still an area where support would be welcome.

If a gift officer only discusses what is important to the organization, a donor’s real passion may be undiscovered. If the gift officer only, in the interest of being “donor-centric,” asks the prospect about her/his/their interest, it is possible to leave undiscovered what could be an intriguing opportunity for the prospect. (“I think arts education with the schools is a high priority. But I did not know you were considering expanding your weekend family programming in the arts. I would like to know more about that.”)

By spending time in an initial visit learning more about the prospect and also getting that prospect’s perspective on important initiatives your leaders are pursuing—whether part of the strategic plan or part of the donor’s own interests—a gift officer will be well positioned to take welcome, important, and relevant next steps.