A profile of the prospective donor which includes special interests and past giving history to others and to your organization.

A case for support. This is a summary of the reasons you exist, needs you are meeting and why people should support you.

Decide who should meet with the prospective donor. It works best to have two people make the call. This is critical when asking for a large gift. The team should include a board member and a staff person who can tell the history and knows the financial picture.

The board member who best knows the prospective donor should make the call to set the appointment. The prospective donor should know that the board member has a real belief in the work of the organization and that those coming are going to ask for something that you care about.

The person who arranges the appointment does not necessarily have to attend the meeting with the prospective donor.

If it is a team solicitation, make sure you rehearse the roles you will play. Be prepared.

Thank prospective donor for agreeing to see you.

Make your case. Be brief. Give information about the organization, describe the specific project for which you are soliciting.

Feel confident that you have a right as an advocate for your organization to say that this organization is important to the community, that it meets important needs and that it needs the support of the donor. Do not be apologetic.

Share your excitement and enthusiasm. Say "we would like you to be involved with us to make this project a reality..."

Make the request. "...by making a gift of $10,000 towards the ____..."

Stop talking. Listen very carefully to the donor’s response.

Do not take it personally. The donor is not rejecting you. Do not be embarrassed. Objections have an emotional basis. Usually it is related to feelings regarding fund-raising or his/her own financial status. Sometimes it is an objection about your organization. And frequently, it is because the donor has been saturated with requests.

Always meet an objection, never try to beat it. Do not argue. Their objection should be respected.

Respond by saying, "I know how you feel". If the rejection is concerning your organization, respond with, "I’m sorry you have had this experience" or "I’m surprised to hear this" and state briefly what is a typical experience. Offer an invitation to experience your organization.

Try to find out what no means: Not right now, not for that amount, not for this project or not at all?

Try to convert the no to yes. If not now, when would be a better time? Can I come back in six months to see if your thoughts have changed? If not for that amount, what amount would you feel comfortable giving? If not for this project, what other kinds of programs or projects might be of interest to you?

If maybe, find out what the prospect needs to know, see or learn in order to say yes -- and provide it.

If yes, close the meeting quickly and graciously, arranging for the way in which the gift will be made what kind of acknowledgment the donor prefers, and, if it is a pledge, what kind of reminders the individual will receive.

Send a thank you and honor donor acknowledgment preference.

Build on the relationship. Send newsletters and a report on the project they agree to fund. Let them know how their gift made a difference.

Have the board member that made the original call send a thank you.