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Major donor fundraising—our absolute favorite topic! For many fundraisers, however, it can be a challenge—and we understand why. Activating networks, reaching out to contacts, asking for money—none of this necessarily sounds easy. But it doesn’t have to be. Below, we outline seven common mistakes in major donor fundraising, along with tips to help you succeed with less stress. 1. Not Maintaining a Database If you want to systematically build or expand your major donor fundraising efforts, you should use a structured database. If your nonprofit organization doesn’t yet have one, now is the time to create it. While an Excel file can work, we recommend using a CRM system for more professional management. Examples of CRM systems our clients use include: Sextant Salesforce Arenae Trello Clubdesk Easydoo Your database should include key information such as personal details, philanthropic profile, financial indicators, relationship history, and engagement strategy. A well-maintained database makes research, relationship management, and team collaboration significantly easier. 2. Not Leveraging Networks Networks are a crucial part of major donor research. By tapping into both internal and external networks, you can expand your pool of potential donors. Networks of colleagues, board members, or long-time supporters are particularly valuable, as they often generate “warm leads” with existing connections. Failing to leverage these networks means missing out on a major opportunity. Internal networks Engage your board of directors or foundation board, executive team, volunteers, existing major donors, and long-standing supporters. You can identify potential contacts through internal networking workshops or by analyzing contact lists. External networks Attend events, connect with family offices, and engage with socially active entrepreneurs. Industry associations, Rotary Clubs, and universities can also be valuable sources. Ensure that your cause aligns with the interests of your contacts. Personal networks Leverage contacts from your professional environment, such as former colleagues, employers, associations, local entrepreneurs, or community connections. The goal is not to exploit personal relationships, but to identify shared interests. 3. Not Involving the Board Board members often have valuable networks that can significantly support fundraising efforts, including contacts with foundations, philanthropists, and business communities. A conversation on equal terms with a board member conveys credibility and trust to potential donors. Internally, an engaged board strengthens the strategic importance of fundraising, secures resources, promotes a long-term perspective, and enables clear decision-making. But how do you motivate board members to get involved? Highlight the purpose and impact of fundraising. Position fundraising as relationship-building and enthusiasm for a meaningful cause—not as asking for money. Define clear roles (e.g., hosting a lunch, making thank-you calls, or acting as a door opener) Share successes and demonstrate impact. Involve the board in shaping the vision and strategy. Build confidence by offering guidance, preparation, or support in meetings. Make this a regular practice so it becomes an integral part of your strategy—not a one-time effort. 4. Talking Too Much About Your Project Of course, you need to present the project you are seeking funding for. However, avoid long monologues. Follow the 80/20 principle : let the donor do most of the talking. Show genuine interest, build on your prior research, and identify which aspects of your work resonate most with them. Only then should you transition naturally into presenting your project. 5. Asking for a Donation Too Early—or Not at All For many fundraisers, making the ask can be challenging. Timing is critical. If you ask too early, the donor may decline—perhaps because they feel reduced to a funding source or because trust and emotional connection have not yet been established. Every rejection can increase uncertainty within the team, leading to the false assumption that major donors are unwilling to give. In reality, the issue is often timing. Before making the ask, you should: Build a relationship Ask thoughtful questions Listen actively Identify interests Build trust Establish relevance Recognize the right moment to transition 6. Asking for the Wrong Donation Amount Choosing the right donation amount is a key step in preparing for a conversation. Asking for too little means missing potential; asking for too much may discourage the donor. To determine the right amount, conduct thorough research . Indicators may include professional background, real estate holdings, involvement in family offices, business transactions, public wealth indicators, or past donations. Define both an aspirational amount and a realistic target, then determine an appropriate starting point. Clearly communicate how the donation will be used and the impact it will create. 7. Neglecting Relationship Management Viewing major donors solely as funding sources is a common mistake. Many organizations focus heavily on acquiring new donors while neglecting long-term relationships with existing ones. When nurtured properly, major donors can become loyal, lifelong supporters. Effective relationship management is essential. Treat major donors as partners and maintain ongoing, respectful engagement. This can include inviting them to selected events, sharing project updates, or recognizing their contributions appropriately. Show genuine appreciation, take an interest in the person behind the donation, and cultivate relationships with care and consistency. We hope these insights make your work easier. If you have any questions, please feel free to contact us. 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There are an estimated 250 to 300 family offices in Switzerland, collectively managing around CHF 600 billion, as well as numerous multi-family offices. If global estimates and trends are applied to Switzerland, many of these entities are involved in philanthropy. It is therefore worthwhile for nonprofit organizations to include family offices in their fundraising strategies. UBS recently published a report on philanthropy trends among family offices through 2026. Among other findings, the report shows that family offices are acting more strategically and expanding their influence across entire ecosystems. Read on to find out what this means for your fundraising approach. Philanthropy Is Becoming More Professional Before exploring current trends, it is helpful to briefly define the term family office. Generally, a family office is a firm that manages—and ideally grows—a family’s wealth independently of banks. Many family offices are also involved in philanthropy, whether through direct donations, collaboration with foundations, or impact investing. The UBS report highlights how family offices are expanding and adapting their philanthropic activities, driven by several key developments. On the one hand, there is a clear trend toward the professionalization of philanthropic activities. This includes the use of sophisticated instruments such as results-based financing, blended finance mechanisms, and more rigorous frameworks for measuring impact. On the other hand, families increasingly want to play an active role in shaping how their capital is deployed to address social and environmental challenges. In addition, the global transfer of wealth is gaining momentum. According to the World Economic Forum, assets totaling USD 80 trillion are expected to change hands in the coming years. A significant share of this wealth is likely to remain in private hands, giving its owners considerable influence over the direction of investment and funding. These developments are prompting family offices to support families more professionally, combining advanced tools, expertise, and strategic advice. Moving from Traditional Philanthropy to Social Impact Family offices are increasingly expanding their role beyond traditional philanthropy, placing social impact at the center of their activities. Rather than simply awarding grants, they coordinate capital, leverage expertise, and build partnerships to implement the family’s mission more effectively. While philanthropy remains at the core, it is increasingly integrated into operational business activities and the overall investment portfolio. Family offices act as a link between purpose and implementation: defining mandates, overseeing reporting, and aligning investments, philanthropy, and external engagement. Some families have even established their own foundations within their family offices. Forward-looking family offices leverage not only financial capital, but also influence, expertise, and networks. Their decisions are increasingly guided by sustainability, leverage, and long-term impact. Capital is deployed strategically to foster innovation, bridge structural gaps, and support initiatives that may fall outside the scope of public institutions. The result is a mission-driven model that delivers sustainable and measurable value. What This Means for Your Fundraising Before making funding decisions, family offices are increasingly asking complex questions about impact and effectiveness: How sustainable is the impact? Does the initiative address root causes or merely symptoms? Are mechanisms in place to drive long-term systemic change? Can the initiative influence policy frameworks? And how do different instruments within the portfolio interact? These considerations shape how family offices allocate their capital—and highlight the level of rigor applied to their decision-making. For nonprofit organizations, this has clear implications: family offices should be approached as long-term partners rather than one-time donors. Projects should demonstrate measurable impact, and relationships should be actively developed and maintained over time. Book Recommendation In his book Good to Great and the Social Sectors, Jim Collins presents compelling examples of impact measurement. One particularly striking case is the implementation of impact measurement in a symphony orchestra—an example that may pleasantly surprise you. If you don’t want to miss the latest news and tips on fundraising, sign up for our newsletter today.
You want to ask a major donor for a donation, so you research the donor, present your project, and cite important facts and figures. All of this is important, but: 80% of major donors donate for emotional reasons. Below, we explain why this is the case and how you can use this fact to increase your donation volume. The Role of Emotions in the Decision-making Process American anthropologist and psychologist Paul Ekman defined seven universal basic human emotions: joy, sadness, disgust, fear, surprise, anger, and contempt. Although psychology today relies on an expanded taxonomy and tends to ask which emotions are present rather than how many, these seven basic emotions laid the foundation and continue to be an important point of reference. Emotions are triggered by external stimuli (triggers) or internal needs and are expressed for a specific purpose. One such purpose is decision-making. Although the rational prefrontal cortex is responsible for decision-making, it is strongly influenced by the emotional centre of the brain, the limbic system. Neuroscientist Antonio Damasio and his colleagues even argue that, in the absence of emotional markers, decision-making becomes virtually impossible. What does this mean for your fundraising? How to use Emotions in Major Donor Fundraising Let’s return to the initial statement that 80% of donation decisions are based on emotions. This is no longer surprising when you consider the points above regarding decision-making, because major donor fundraising is ultimately about a decision: Will the major donor give to your project or not? The decision to make a donation is therefore preceded by a decision-making process. This sounds logical, but it is central to the preparation of your project presentation. Use emotional triggers deliberately to evoke feelings in the major donor that will lead to a positive donation decision. Consider the following points for your project presentation: 1. Bring emotions into play When presenting your project, statistics and facts may make the major donor think, but emotions will make them act. Major donors give when they feel an emotional connection to the project, the organisation, or the fundraiser. Think in advance about which emotions you want to appeal to. Take anger and contempt, for example: these emotions are often triggered when people learn about injustice. Donating can help relieve these feelings. 2. Establish a connection Create a connection between the major donor and your project. People who feel connected also feel empathy, and empathy is a decisive factor in supporting others. 3. Present a concrete example Present a concrete, real-life example. Studies show that people are more likely to donate when they have a name, a face, and a story. A real story triggers emotions and compassion in a way that pure facts and figures cannot. 4. Seek personal conversation Arrange an in-person conversation with major donors. In a one-to-one setting, you can convey emotional cues much more effectively. Our clients often ask us: “But how do I get a major donor to agree to a meeting?” This and other important relationship-management tips are frequently discussed in our consultations. 5. Let the major donor speak Once you are face-to-face with a major donor, let them speak as much as possible. People feel most comfortable when they are talking — and comfort is key to making an emotionally grounded decision to give a major donation. In our workshops, participants practise the 80/20 rule intensively: Let the major donor speak 80% of the time. This alone will bring you a big step closer to securing a large contribution. Questions? Write us!