“We Already Know Our Donors.” Do You Really?
Many nonprofit leaders believe they have a good handle on their donors. They know who gives, who attends events, and who has supported the organization for years. Then they launch a campaign.
Suddenly, longtime assumptions are challenged. Prospects they thought would make major gifts stay on the sidelines. New donors emerge as leaders. Concerns they never anticipated surface in donor conversations. The reality is that organizations often know their donors far less than they think.
After conducting thousands of donor interviews over the years, I’ve noticed several common blind spots:
- Assuming past giving predicts future giving.
- Believing donors understand the organization’s vision as clearly as staff do.
- Overestimating donor enthusiasm for a project.
- Underestimating concerns about leadership, finances, or priorities.
- Failing to recognize changing donor interests and motivations.
Several years ago, I worked with an organization that was considering a major campaign with a goal exceeding $10 million. During a feasibility study, I was told that one donor was viewed as a leading prospect capable of making a $250,000 gift. Given what I knew about the donor and his philanthropic history, I was skeptical. The suggested $250,000 gift was not just ambitious—it was ten times larger than any contribution he had previously made to a community organization.
I questioned the assumption but was reassured repeatedly that this donor was, in fact, a viable $250,000 prospect. As the study progressed, the donor ultimately committed $25,000 toward the campaign—an important gift, but far below the anticipated level.
What I learned during the interview was something the organization had not fully understood. The donor was the primary caregiver for his brother, who lived with significant cognitive challenges. The emotional and financial demands of that responsibility substantially limited his capacity to make a larger gift.
The lesson was clear: organizations often focus so intently on a donor’s perceived giving capacity that they overlook the person behind the prospect profile. Had the organization taken the time to truly understand this donor’s circumstances, the conversation could have been very different. While it may not have resulted in a larger gift, it almost certainly would have led to a stronger relationship.
Fundraising is ultimately about people, not wealth ratings. Donors want to be known, understood, and valued for who they are—not simply for what they can give. In this case, a deeper understanding of the donor’s life would have benefited everyone involved, creating an opportunity for meaningful connection, encouragement, and long-term engagement.
Remember, Fundraising is not simply about asking for money. It is about understanding people.
Donors’ circumstances change. Their priorities evolve. New philanthropic interests emerge. The organization that stays curious is the organization that stays relevant.
The strongest campaigns are built on listening, not assumptions.
Before launching major initiatives, successful nonprofits intentionally gather feedback through:
- Feasibility study donor interviews
- Focus groups
- One-on-one leadership conversations
These efforts do more than test fundraising potential. They strengthen relationships and help donors feel heard.
Before your next campaign or major fundraising initiative, ask
- What assumptions are we making about our donors?
- When was the last time we systematically listened to them?
- What might we learn if we asked more questions and talked less?
The organizations that consistently outperform their peers aren’t necessarily the ones with the wealthiest donors or the largest staffs.
They’re the ones that never stop listening.
Because in fundraising, confidence is valuable—but curiosity is often more valuable.
