1. © S K Y ( L A R K ) S T R A T E G I E S , L L C - A L L R I G H T S R E S E R V E D

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3. IF THEY DON’T GET IT, IT’S NOT THEM, IT IS YOU.
• If funders don’t listen or don’t understand, know that most likely the problem is at the
transmission end, not at the receiving end.
• Rephrase, reframe, contextualize, bring examples/clients, slow down, go higher level.
• Remember, it takes in average 6-8 tries for a prospect to get engaged and turn
into a lead. It can take 2 years for a foundation to fund.
• Pursue only a handful of funders at a time; go deep (i.e. build real connections).
• There is plenty of fish. Move on when you hit the wall. Be persistent and keep
tweaking your messaging.
• Most funders are business people. Speak their language; give them what they need
to trust you, to be excited, and to feel they know you.
• BE PATIENT. It takes time for people who are not in education to understand what
works and what doesn’t, to transcend their assumption and to abandon their personal
crusades.
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4. THE KEY TO HELPING FUNDERS LISTEN IS…
1. … helping them understand your agency
 Who are you beyond your mission and website information?
 What is your operational model? (Make sure a non-specialist understands this)
 Where are you at from a financial, programmatic & governance POV?
 What do you need from your supporters? From that particular funder?
2. … creating opportunities for them to personally engage and be TRULY excited about
 your students, the instruction, the programs and services they receive
 the long-haul potential of your organization and the change you can create in the world
 the leadership/expertise involved in the work. Everyone likes working with the best of the best.
3. … helping them be comfortable. Move the relationship at a pace that is not too much outside their
comfort zone.
4. … to make them proud of their social investment when the work is done, and throughout the
process. That’s when you can leverage their support in the best way because they have a vested interest.
WHAT NOT TO DO:
• Don’t harp on the need; most funders understand the need.
• Build relationships, not defenses. There is persistence and there is aggression; know the difference.
• No dog-and-pony show! Be real; bring clients to tell their story and ask for what you really want.
• Don’t strong-arm staff into funding. Be thoughtful when using board connections as it can backfire.
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5. EMPOWERING LEADERS TO WORK MORE EFFECTIVELY WITH
FUNDERS
The most effective collective impact effort must be structured, coordinated and clear. Keep your goal firm and your
methods flexible.
The best collective impact goal is the goal you don’t have to fundraise for. Look for partners that can do the work that
needs to be done with their own resources.
Learn from non-profits that use audacious strategies to overcome insane capital campaigns (like Smithsonian), to
replicate into to a new city (like LA Kitchen), or to provide for themselves what the public infrastructure can’t (like
MOCA Detroit). Look for people who needed to deal with seemingly insurmountable circumstances and see what they
did to survive and thrive – that is innovation.
Cultivate unlikely corporate and foundation partnerships – The key word here is “partnership”. Only pursue people you
actually WANT to partner with. Not all business is good business – in philanthropy or otherwise. Speak the language of
business and give funders what they want: a strong “stock” in a social investment portfolio. Show that their dollar will
yield a strong return.
Build your own army to carry out the collective impact. Look at for-profit partners and create a joint objective. Look at
veterans, youth, seniors, etc. Look at entities who can use a new mission or some positive PR and ask them to help
you advance your goals (for free; or more specifically, for good PR and a bit of extra purpose.)
Think of everything as a product – your services, your programs, your outcomes. Make sure your staff and board defines
those products consistently. Have simple, story-based, well-rehearsed messaging that is 21st Century ready.
Tap into the 95% - most funders only give away 5% each year. IF you are willing to look at capital in a creative way, you
might be able to go after the 100%. Think Impact Investing, PRI, etc.
Only pitch what you believe in, and only when you are ready – If you have to explain the “need”, you are not ready. If
your Grandma does not understand your pitch, you are not ready.
Every institution has issues – highlight your plan to solve yours. Always have an answer in your back pocket.
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6. For a copy of this PowerPoint email cristina@ggsociety.net
Cristina Gallegos
President, Sky(lark) Strategies
(310) 387 7017 ▪ www.skylarkstrategies.com
Sky(lark) Strategies is the result of two decades of business acumen, philanthropic
advisory services, and dedication to social impact. We bring visions into reality operating
in three areas: philanthropic strategy for private funders + capacity building for non-
profits + executive coaching.
A passionate entrepreneur, Cristina brings to Sky(lark) 16+ years of experience working
with to family foundations and individual philanthropists. Her personal mission is to create
positive global change through the advancement of strong leadership – be it through
programs that create impact, or through individual increase in skills and capacity.
Cristina holds a BS in Economics, a BA in Psychology and an MBA, currently chairs a
non-profit board and mentors two foster youth. When not cracking the whip at Sky(lark),
she is a particle physics aficionado, a writer and photographer.
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