The key ingredient of an in-house telephone solicitation program is the person making the phone call. [And, btw, with all the (misplaced) emphasis on the use of social media to raise money, keep in mind that the telephone is a “social medium.”]
Last week I noted that pre-call mail (snail mail or email) discusses the case and asks prospects to consider a specific dollar commitment. With that done, the caller has minimal need to do that, and s/he can focus on the reason for the call — getting that commitment.
The caller should be able to refer to the letter and how it was that person who asked that s/he consider the specific amount — it was the important person making the ask, and the caller is merely following up on behalf of that person.
To identify the people who are more likely to be effective callers, select those who exhibit (one-or-more) specific traits/skills/background factors: acting ability; gift of gab; work experience going back before high school; commission sales; greed; assertiveness; good speaking voice with speech patterns that will be comfortable to your prospects; and ability and willingness to follow directions.
One important thought: Callers are likely to be asked if they are telemarketers. The correct, truthful and appropriate answer is that they are staff members of the nonprofit organization … or students of the institution. (More about this issue when we discuss the calling environment.)
Caller recruitment is a serious business.
Placing ads and waiting for responses just won’t get you the people you need.
• Contact local theaters and theater companies, and make it known that you’ve got some part-time work for actors.
• Talk to people you know, ask them if they know anyone who fits the requirements.
• If you currently have people who spend a good bit of their time on the phone with constituents, see if any of them meet the criteria.
• See if any of them can recommend anyone who meets the criteria.
• Offer to pay staff a bounty for suggesting callers who end up working at least xx full-sessions.
• Offer a decent hourly wage, with increases based on performance (( but no compensation based on a percentage of money raised !! ))
• Try to identify from among the people you serve those who might meet the criteria, and call them. Tell them you are considering the creation/expansion of a phone program and are looking to create a list of potential participants. Do not promise them employment. If, during the call you determine that they are not potential callers, ask them if they can recommend people who meet the requirements.
If the program is for an institution of higher learning:
• First Stop, the Theater Arts Department.
• Have flyers put into every campus resident’s mailbox.
• Mail to all commuters, including those in the adult school and continuing education — you might get lucky and find some experienced salespeople.
One caution, do not use volunteers as callers, especially those from any of your constituent groups. In addition to salary as incentive for callers to stay with a program, paying callers gives you the option to “fire” those who cannot perform adequately. And you can’t “fire” a volunteer, especially a constituent-volunteer.
All prospective callers should be interviewed by telephone — and the interviewer should have a script/list of questions for the interview process that address the desired skills/traits/background, and whether the caller will be comfortable asking people for specific dollar amounts.
A program must have the option to replace a caller that cannot perform as required. A large group should be recruited, and each of those who appear to have the qualifications should be given up to three opportunities, during three separate calling sessions, to demonstrate their abilities on the telephone; and, those who have what it takes are given priority/preference in the caller scheduling.
It turns out that there wasn’t space/time to address caller
training this week, so we’ll do that Next Wednesday
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or expanding your fundraising program?
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Hank Lewis with Development Consultant Associates has over thirty years as a fundraising consultant and is a specialist in Board and Leadership Development, Capital Campaign, Bequest Program and Major Gifts.