Curious About Becoming a Major Gift Officer? Here’s What You Need to Know

These days, it seems like job postings for major gift officers are everywhere. HigherEdJobs.com currently shows over 200 listings. The Chronicle of Philanthropy’s website lists 172 major gifts-related jobs posted in just the last 30 days.

The work of a fundraiser is rewarding, demanding, and transformative. At top-tier institutions and organizations, these jobs, especially well-paying ones, are competitive. And for good reason…some gift officers have to maintain hundreds of contacts per year, conduct more than a dozen visits per month, close a certain number of gifts, and personally raise hundreds of thousands of dollars for their institution each year (see the detailed metrics breakdown in this article).

To even get an interview, you need to know what you’re talking about and you need to stand out. But if you’ve never done anything like raising six or even seven-figure gifts for an organization, how can you possibly know what it’s like? 

Kindsight has you covered. There are proven strategies and execution steps you can learn to find and cultivate major donors. To help you become a sought-after fundraiser and learn what to expect, we interviewed five high-impact major gift officers to find out exactly how they cultivate top donors and strike a happy work-life balance. In this Insider’s Guide, we’ll give you specific intel and how-to tips that you won’t find elsewhere, so you can land that dream fundraising job.

Following the framework of the donor cultivation cycle (identification, qualification, engagement, solicitation, and stewardship), here’s what you’ll learn in our Major Gift Officer Insider’s Guide: 

Fundraiser Metrics and Goals Breakdown
Step 1: Use Data to Build a Dream Portfolio
Step 2: Find Winning Strategies Hidden in Plain Sight
Step 3: Craft a Formula for a Perfect Day or Week in the Job
Step 4: Get Ready for Choppy Waters (Strategies for Navigating Challenges)
Step 5: Find Nuggets of Wisdom from Those Who’ve Been There

Interviewees include:

➜ Shumiala Kinnear, Director of Major Gifts at the University of Michigan. Originally studied to become a teacher but ended up in development after multiple mentors, in and outside the field, said she’d be good at it. As a director, Shumiala manages a team of gift officers for the alumni association of one of the largest universities in the country.

➜ Alina Nosal, Director of Development, University of Cincinnati Foundation. Originally worked in marketing, became president of the Women’s Club of Cincinnati, where she was introduced to gala events and fundraising and then recruited into development. Even though she’s new to the field, Alina achieved all of her metrics (and even went above on 70% of them). She’s especially proud of her success since her son was just four months old when she started in this role.

➜ Ana Conant, Development Director at the University of Wisconsin-Milwaukee Peck School of the Arts. Used to work in stewardship events and did donor and scholarship fund reporting. She applied for her current position because she wanted to move to the next phase in her career. With the help of a faculty member, Ana submitted a grant request to a new funder, who recently awarded them $50K to develop a new studio.

➜ Jared Taylor, Major Gift Officer at Elmhurst College. After college, he worked for the Boy Scouts of America, where he did some fundraising, transitioned to corporate relations, and later became a major gift officer. Secured his first major gift of $50,000 for an endowed scholarship this year.

➜ Todd Pridemore, Advancement Officer at the University of Missouri. Started in ministry, worked at a food bank doing fundraising, and then moved to fundraising in higher education. Todd surpassed all of his goals for the 2019 fiscal year, including raising $1,143,000, which was 381 times his goal of $300,000!

Fundraiser Metrics and Goals Breakdown

First, let’s start with the numbers…here are all the metrics and goals that the fundraisers we spoke to are expected to meet. For the sake of privacy, I’ve removed the names of the fundraisers, but have shared the metrics here. Please note, the level of detail in what was disclosed varied. In addition, metrics typically go up within the same institution as the fundraiser becomes more experienced.

The takeaway?

➜In the age of ROI and high fundraiser turnover, metrics shape a gift officer’s weekly tasks and can either set them up for success or hinder them. Gift officers and their supervisors should have frank conversations about what these metrics are meant to measure and if they’re effectively growing the institution.

➜One fundraiser shared this piece of advice that continues to ring true: “Raise at least 7-10 times your salary annually to demonstrate your worth to the organization.”

Step 1: Use Data to Build a Dream Portfolio

What are the ingredients of a strong prospect portfolio? What role does data play in your work as a major gift officer?

Find a formula that works for you early on and refine it regularly.

Jared Taylor’s formula for finding donors: “I spend a lot of time making cold calls, so I look for people with a 1) high wealth score, 2) consistent giving over time, and 3) interactions with the college, like visits and volunteering.” Jared noted that even lower gifts of $100-200, if made consistently and repeatedly, are a good indicator. When doing research on potential donors, along with his school’s CRM, Jared occasionally uses LinkedIn Sales Navigator. But, as he said, “I view all of these technologies as tools. None are an end-all, be-all solution.”

Using data to determine what NOT to do is just as important as using data to figure out what to do.

Regarding data, Ana Conant’s department is very numbers-driven, especially for evaluating programs, prospects, and staff. Fundraisers have monthly contact and performance goals, planned gift goals, etc. which used to be a little less structured and now are more so. Ana explained, “[Our department] just finished a seven-year $200 million campaign during which the expectations for major gift successes were increased. We now have a ‘new normal’ to which we are accountable. We are using data to help us develop strategic plans for success.” Ana also uses data to help remove people from her portfolio who aren’t good prospects and to get her portfolio down to a manageable size.

Make updating CRMs a daily habit.

Todd Pridemore: “CRMs are only as good as the content development staff put into them.”

Use data to engage donors.

Alina Nosal is often asked by donors to provide a lot of university-wide statistics, like data on demographics and diversity of students or faculty in a certain department. Among public universities, the University of Cincinnati is currently No. 1 for co-ops and internships. Alina said, “Prospects and donors in certain workforces often want to know how many cooperative education programs (co-ops) they currently have with us and how many they have employed over the years. I usually give [the prospects or donors] placement numbers over the course of a calendar year. If they do not have a co-op partnership with us, I bring our university partners in experiential learning to the table. Our latest news about co-op and rankings can be found here.”

Know the struggles of inheriting a portfolio. 

Alina also knows the challenges of taking over a portfolio from a previous gift officer, which is common because of the high turnover in the field. She once had a donor who would text his previous major gift officer, because that gift officer created a scholarship with the donor during a very emotional time, on the deathbed of the donor’s late husband. Alina’s advice for how to navigate this? “My suggestion would be to constantly show that you care for [the donor] and interact anytime you can—by sending a birthday card, inviting them to an event, […] sharing a piece of news that is of interest to them, etc. Always be in front of them. And if you happen to know the previous [gift officer] and have a good relationship with [the donor], make sure you mention the [gift officer] and say that they said hello, but always listen to what the donor has to say about the previous person they worked with.”

Cultivate self reliance and intradepartmental reliance. 

Shumiala Kinnear’s institution has a huge database of alumni, friends, and fans who have strong annual giving records. The robust technical resources at the University of Michigan allow her advancement department within the alumni association to do their own prospect identification without heavy reliance on the central prospect research team.

If institutions don’t have extensive resources, brainstorming ways to maximize the time of staff doing prospect research—through frank conversations, collaboration, and delegating tasks—is essential, especially if it’s the gift officer themselves doing a considerable amount of research.

The takeaway 

➜It can be challenging to inherit a portfolio or build one from scratch, so having reliable data is essential. A recent survey sponsored by The Chronicle of Philanthropy reports that “39% of current fundraisers are dissatisfied with the data or data analyses they receive about donors.”

Step 2: Find Winning Strategies Hidden in Plain Sight

Considering all the different types of donors and projects, how do major gift officers develop a strategy for this work? Transactional or relational? Both are necessary from the very start.

Jared Taylor is direct with prospects about the fact that he’s a fundraiser. He tells them he’ll be looking to discuss their relationship with the college in the future, which could include him asking them to make a gift. As Jared explained, “This helps me save my time and the prospect’s time.” 

Jared’s approach to building trust is working—he recently secured his first major gift of $50,000 for an endowed scholarship. He explained, “It was very moving to be part of this process to honor the legacy of an alumna who passed away in the 1980s. Her husband, also an alumnus, was very appreciative of the lengths to which I went to recognize his late wife (she was an award recipient from the college and I simply had a new award made as the family lost it over the years). A simple $100 custom award helped to bring in this gift—and it is just so moving to see the impact that our respective institutions have on the families and lives of donors.”

Focus on one goal or action.

In regards to moving prospects through cultivation, Todd Pridemore says, “every time I go into a visit, I have one specific goal in mind, something that I want to get the donor to do or a question I’d like them to respond to.” What happens between the visits is where he sees potential for growth, like how to stay in touch without being overbearing, and how to provide prospects with thoughtful touches, like personal thank yous and invitations to volunteer.

Tips from Todd on how to do this: “The most straightforward way to stay in touch between visits is when there is an ‘action item’ that I can work on for a prospective donor and they are expecting to receive that information from me prior to my next visit. For example, I often suggest the possibility of drafting an initial endowment agreement for some donors who aren’t quite ready to move forward with a gift. Once I have a first draft of the endowment agreement in hand, then I can share that with them between visits – or use it as a reason to meet again in the future. But most of the time, I have to find a reason to provide follow-up information between visits. That usually involves coming across a news article and an organizational press release that speaks to a specific passion or interest that the prospective donor has mentioned.”

Use statistics and institutional achievements. 

Ana Conant turns to data for her strategy. She shares information about the institution and the School of Arts, including very specific points of pride and recent achievements. Most importantly, she listens to what the prospects want to know and allows that to drive the conversation. Ana explained, “I have shared a variety of information/achievements—typically, these are centered around departmental information (i.e., our enrollment is at an all-time high of xxx) or alumni achievements (i.e., alumnus xx produced a film that was awarded the gold prize at the Cannes film festival).” Ana gets this information by working with her partners in enrollment and academic partners in each department.

➜One tip we recommend is keeping an on-hand (at your desk and with you when you travel) reference sheet of recent institutional and departmental achievements with specific numbers and names.

➜Two questions all higher education gift officers should be able to answer (but often aren’t!):

1-What percentage of their total institutional budget goes to financial aid?

2-What percentage of the financial aid their institution provides comes from their fundraising department?

When it comes to data in the age of digital disruption, how do you cut through the noise to identify which major technological trends will have staying power? Check out our tips.

Craft a donor development plan.

For Shumiala Kinnear, if she gets a referral or finds a prospect through data mining who looks strong on paper, she does a discovery visit or meets with them when she’s already in their region. Next: “I figure out if I’m going to move forward with them or keep them on my radar if they’re not capable of making a gift at that time. If they are capable of a gift, I develop a donor plan based on how the prospect wants to be involved, their capacity, and how far along the relationship has developed.”

Quick tip for learning a prospect’s story: When Shumiala finds a top prospect who is very accomplished, her first outreach to them is as follows: “We’re so excited to find that you’re an alum doing these amazing things [with your company or in philanthropy]. I’d love to visit you to hear more about your story [your career path, family, etc.] and how it can be shared with our students and faculty. I’d also like to discuss how we can get you more involved with the university in ways that are meaningful to you.”

When in doubt, workshop it. 

For Alina Nosal, since she’s new to her position and is currently working on her first seven-figure proposals, building a strategy is still a learning process, so she takes a workshop approach with her supervisor. She said, “I try to really listen to what [the donor’s] needs are. Then I often have a strategy meeting with my direct supervisor, where I lay out the data and develop a plan for this donor and my supervisor can give feedback.”

Though she’s new to the field, Alina has already seen success: “For me, the fact that I achieved my goals (and even went above on 70% of them) with zero experience in the field of fundraising and having just started with the company, it is a success. Also, I started this role when my son was just four months old, so balancing a work life (while my husband is also working) with no family around, just daycare (which is a lifesaver in our situation), is a huge win!”

The takeaway

➜In this work, no single approach can work for all donors, but successful gift officers build the scaffolding of a personal strategy that they can customize based on the donor.

Caitlin Scarano, was former Senior Marketing Director at AdvancementRM. At ALUMinate she oversaw the Research Consortium, a free association for alumni relations and advancements professionals interested in tools and resources to better engaging alumni and donors. Caitlin holds a PhD in English from the University of Wisconsin-Milwaukee and an MA in College Student Personnel from Bowling Green State University.

Esther Choy was the Chief Operating Officer & Co-Founder of ALUMinate. Her debut book Let the Story Do the Work (HarperCollins AMACOM 2017) was the #1 New Release on Amazon and was hailed as one of the 10 Best Books for entrepreneurs. In addition to being a mother of two young children, Esther is actively involved with her own alma mater, Northwestern University’s Kellogg School of Management, and is a board member of the school’s Alumni Council. She holds degrees from University of California Santa Barbara, Texas A&M and Northwestern University’s Kellogg School of Management.

Step 3: Craft a Formula for a Perfect Day or Week in the Job

How does a major gift officer spend their time? What are their top priorities?

Get administrative work out of the way to spend more time with donors.

Shumiala Kinnear described her typical week: “Monday is in office—meeting with my team, doing one-on-ones, or going to other campus meetings so I’m free to travel Tuesday through Friday. The rest of the weekdays are direct donor work: going to NY, LA, Miami, or being local and getting work done planning activities with donors, updating the database, planning strategy, that sort of thing.”

Go into the field to gather intel. 

Ana Conant grabs lunch or coffee with faculty in her college as a way to learn about new possible donors. Her advice? “I like to bring a short list of highly rated alumni, or alumni who are loyal donors at higher than average levels, for the faculty to respond to. Keep it short, so they are not overwhelmed—ask about who is attending their shows/events.” Ana also attends a diverse array of programs and events to keep a finger on the pulse of the School of the Arts, and get face-time with faculty, students, and donors.

Schedule your workday meals with donors. 

Alina Nosal’s typical day: she starts most days meeting a donor or prospect for breakfast, then she takes notes immediately after (sometimes she puts those straight into the CRM). She comes back to her central office and has a team meeting or, since she’s new, training. Lunch is often scheduled with a donor. In the afternoon, she prefers to update her reports and prepare for the next day.

Don’t downplay the importance of post-visit work. 

Todd Pridemore spends roughly every third week out of state. He has both out-of-state territories and in-state responsibilities related to his academic units. He is assigned to six states, but mainly focuses on three right now: Texas, Oklahoma, and Nebraska. “I typically spend three to four days on the road getting in as many visits as possible,” he said. “After returning from a trip, there is a lot of post-visit work. […] First and foremost, I make thank you notes a priority. My goal is to write them the same day I make the visits, so I often write and mail [the letters] from my hotel. My organization also has a policy of entering contact reports into our donor database as soon as possible following a visit. If I can’t accomplish that while on the road, it’s the first priority for when I’m back at my desk. But the majority of the post-visit work involves strategizing next steps with my colleagues, based on the information I gathered from the prospective donor during our visit. This involves setting up meetings, talking about funding priorities, discovering new information, and planning next steps that can move the prospect closer to the gift.”

Prioritize stewardship.

Jared Taylor periodically reviews each gift that comes through in the CRM to make sure donors are being appropriately thanked.

The takeaway

There is no typical day or week for major gift officers. The work is dynamic and requires a blend of meetings, travel, social interactions, and administrative work. Successful fundraisers are donor-centric and prioritize donors as they schedule their time.

Step 4: Get Ready for Choppy Waters: Strategies for Navigating Challenges

What is the most challenging aspect of being a major gift officer?

Clarify ALL the ways you can help donors and students. 

Ana Conant thinks many people ignore her because “development” is in her title because they assume she’ll just ask for money. She explains to prospects that she is also there to engage them in what’s going on in the arts at the institution, including new programs and first-hand knowledge about challenges students are facing.

They’re more likely to understand you if you can get face time. 

Alina Nosal: “The way I’m sometimes seen by a potential donor [is based on] when I first get in touch with them. They recognize my role and because of it they may think the only thing I want to do is collect money from them.” She tries to soften that language when she reaches out to them to show the various ways she can help them connect with the institution, not just monetarily. Alina added, “If I can get that first meeting with a potential donor, things go pretty well from there. I can see if they’re likely to give within the next year or not. I can learn a lot and then try to schedule a second meeting, like a game attendance or volunteer involvement, which starts the cultivation process. I try to adjust to the individual’s needs and be there for them.”

Match the donor with the right opportunity, even if it isn’t with you.

Since Shumiala Kinnear’s institution is so large and decentralized, it is necessary to dedicate time to communicate and collaborate with gift officers outside of her department. She’s seen organizations where gift officers compete or don’t share credit. Thankfully, University of Michigan has created systems that foster collaboration and shared credit. To her, the most important thing she can do as a gift officer is be donor-centered and match the donor to the most fitting giving opportunity, even if the gift does not impact her specific departmental goals.

Get outside of your silo!

Though Jared Taylor is part of a supportive team, sometimes he feels like everyone is working on their individual goals and it can cause them to feel cut off from each other. On-the-road donor visits and individual travel can also contributed to silos. One solution to this is for departments to hold more all-team reflection sessions, where fundraisers can workshop their cultivation ideas together.

Cultivate collaboration—not just for the organization, but for the donor. 

Todd Pridemore: “One of the biggest wildcards in my work is when there is a complicated estate gift, when different units on campus are involved. […] The best advice I have in this area is to involve colleagues and collaborate with them as early in the process as possible. No matter how much I think I have all of the information or don’t need anyone else’s assistance, collaborating with my colleagues always leads to better information for the donor and better overall results for our organization. Collaborating also helps build a positive work culture and community.”

The takeaway 

Yes, cold calls can be awkward, but the biggest challenge may be getting prospects just to answer your emails or calls. If a gift officer does encounter a reluctant prospect, reminding them early who the money is for can be a good tactic. Do this by centering students. We suggest using the principles of design thinking and honing your storytelling skills to reach new prospects. 

Step 5: Find Nuggets of Wisdom from Those Who’ve Been There

Final thoughts from our interviewees…

Todd Pridemore on being misunderstood

“Sometimes people are concerned I might try to talk them into something they don’t want to do. This work, for me, is about meeting people where they are, seeing what they’d like to do, and making it about them (not me or the school).”

Jared Taylor on why coaxing and begging donors isn’t the right approach

“I want donors to give because they care—because they feel there is a need they can help with.”

Alina Nosal on dealing with rejection

“I used to work as a server in a restaurant. Some people would tip me very little and some would give a lot. The ones who tip way more than they’re supposed to balance out those who don’t tip much. This is how I approach fundraising work. There will be a yes for everyone who says no.”

Shumiala Kinnear shared similar advice

“You shouldn’t have to twist anyone’s arm to give.”

Ana Conant on mistaking a donor’s profession for their passion

“We almost lost a significant prospect who was presented several proposals that weren’t centered on his passion. We presumed to know what the prospect’s interests were without doing enough digging.”

How do you discover that passion? Ana said, “You have to get their story. Very successful people like to talk about the challenges they’ve had along the way, which is a way for you to uncover their passion.”

Shumiala Kinnear on inappropriate donor demands

“People [outside the field] think fundraisers have to excessively cater to prospects and donors. But the best kind of philanthropist are genuine, intrinsically motivated, and selflessly seeking transformational impact for the organization with their gift, as opposed to transactional giving. A mission-driven, healthy organization won’t allow fundraisers to cater to excessive demands or put them in a compromised position. If there is a donor who is making inappropriate demands, they aren’t a real philanthropist. This kind of exchange doesn’t lead to real, transformational gifts anyway.”

In addition, Shumiala added, “Being in front of real philanthropists is an honor and a privilege. Gift officers who can put their egos aside and serve the donor’s philanthropic interests are destined for success.”

As you apply for jobs, do you want an insider’s view on how a major gift officer job description is written? We really like this article on Aly Sterling Philanthropy’s blog.

Conclusion

I had a great time talking with all these fundraisers and want to thank each of them for taking the time to share these insights with our readers. As Alina Nosal shared with me, “This work is not for everyone, but it is meaningful to everyone involved.”

What are your tips for success in the major gift officer field? As always, I welcome your thoughts, questions, and research topic requests!

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