“Act as if what you do makes a difference. It does.”

That simple quote sets the tone for everything we do in advancement. Fundraising is not just a job. It is not just asking for money. It is work that fuels missions, transforms lives, and strengthens communities. And if you do not believe that deeply, it will show.

Jerry offers a challenge that goes beyond techniques:

Be better than good.

He talks about SPECIAL people, charisma, and the psychology of success. The idea is simple: the most effective fundraisers bring more than skills. They bring a way of being that attracts trust and confidence.

In a field where tools and tactics are increasingly similar across organizations, who you are as a fundraiser may be your greatest differentiator.

“Show me the money” might sound like it belongs in a movie, not a book on fundraising. But Jerry uses it to make a clear point:

You are hired to raise money.

Not just to host events. Not just to write nice newsletters. To bring in philanthropic support.

In a sector that rightly values relationships and storytelling, that clarity is refreshing. The challenge is holding both truths:

• Money matters.

• Donors are more than money.

Jerry has a humorous but pointed rule:

“You can run, but you cannot hide.”

He is talking about availability. Development officers are on the front lines, and that comes with a simple reality: you have to be reachable.

In a time when everyone is overloaded with messages, it might be tempting to protect yourself by becoming harder to reach. But for donors, reasonable access is not a luxury. It is part of what they expect when they are investing in your mission.

One of Jerry’s most underrated insights is about something donors rarely see directly but always feel:

“All for one. One for all.”

He is talking about the culture inside your advancement shop and across your institution. Fundraising is a team sport. When that team is aligned, donors experience confidence. When it is not, donors feel friction, even if they cannot name it.

Another of Jerry’s rules is a favorite among campaign veterans:

“Do not let the tail wag the dog.”

He is talking about a common trap: reacting to prospects and circumstances instead of leading the process. His advice is practical – think two to three weeks ahead when you are in a campaign.

One of Jerry’s rules may be the most freeing line in the book:

“Development is not a black and white business.”

In other words, this work is not a perfect science. It demands judgment, common sense, and the ability to think on your feet.

That perspective is especially important today, when we are swimming in data, predictive scores, and AI‑generated recommendations. Those tools help, but donors are still human beings, not algorithms.

During my 41 years as Head of School at Magnolia Heights School, we faced numerous challenges – none more persistent than fundraising. Although Magnolia Heights was founded in 1970, the school did not become a 501(c)(3) nonprofit until 1992. Early fundraising efforts were largely unsuccessful, not because of a lack of belief in the mission, but because we lacked the expertise, organization, and strategic approach necessary to move the school forward in a sustainable way.

Jerry devotes an entire rule to what many of us treat as an afterthought:

“Follow up and follow through.”

He even suggests a rhythm: check in with prospects every five to ten days after a solicitation.

At first glance, that might feel like a lot. But when you look at donor retention trends, it starts to make sense. The space right after an ask is where donors can either lean in or drift away.

Most of us have heard some version of “do what you say you will do.” Jerry Smith raises the bar:

“Do what you say you will do – sooner rather than later.”

And he adds a time limit: do not promise anything you cannot deliver within 72 hours.

That sounds like simple professionalism. In fundraising, it is also a donor‑retention strategy.

Is your development career built on a solid foundation?

Jerry Smith is blunt: if you aren't detail-oriented, your fundraising career might be short-lived. But being "meticulous" isn't just a personality trait, it’s a form of respect for our donors and their investments.

In this edition, we share some practical steps to elevate details from a back-office chore to a front-line strategy. From peer reviews to owning corrections quickly, here is how accuracy keeps donors coming back.

Fundraisers spend a lot of time talking about channels. Email or direct mail? Phone calls or text? Video or in‑person visits?

Those questions matter, but Jerry F. Smith’s first “Rule of the Road” cuts through all of them…

‍As the calendar year winds down, our mailboxes and inboxes fill with reminders to “give before December 31.” It’s easy to see year-end giving as a flurry of last-minute appeals, but done well, this season can deepen relationships, strengthen your culture of philanthropy, and set the tone for the year ahead.

At its core, year-end giving is not about squeezing in one more ask. It’s about inviting donors into opportunities that align with their values and then stewarding those gifts with excellence.

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How to Talk to Donors About NIL and Revenue Sharing

Many athletic directors are comfortable talking about equipment and facilities. NIL and revenue sharing can feel trickier. The key is to keep the conversation grounded in mission and outcomes.

When done well, donors start to see NIL and revenue-related support as part of the same story they have always believed in: helping their university and its student-athletes compete at the highest level.

College athletics is in the middle of the biggest financial shift since scholarships were introduced. Name, Image, and Likeness (NIL), looming revenue sharing, and constant conference realignment have turned “nice to have” fundraising into “mission critical” revenue.

This post walks through why fundraising has to evolve, where the money needs to go, and how to structure campaigns that actually work in this new environment.

When we talk about fundraising, it’s easy for board members to think, “That’s the staff’s job,” or “I’m not comfortable asking people for money.” But the reality is this: organizations almost never rise above the level of their board, especially when it comes to fundraising.

Your board doesn’t have to be made up of professional fundraisers to make a major impact. What it does need is clarity, unity, and a shared sense of responsibility. One simple way to frame the board’s role in fundraising is through the word FOCUSED.

You’ve heard the verdict from your feasibility study or assessment:

“Only 60–70 percent of interviewees currently give.”

“Few rank us among their top three giving priorities.”

On paper, that shows up as a challenge. In real life, it feels like this: you’re being asked to lead a major campaign in an environment where people are not yet in the habit of giving…

A fast, heartfelt thank you doesn’t just close the loop, it opens the next opportunity for engagement. In successful campaigns, gratitude isn’t treated as a formality; it’s a strategic and deeply personal part of donor relations.

Discover why donors give to vision, not need, and how shifting from “help us” to “join us” transforms fundraising into opportunity-driven generosity.

Small advancement team? You’re not alone—and you’re not stuck. With a disciplined 6-hour weekly plan, you can keep fundraising momentum steady no matter how many balls you’re juggling.