Tell me about a time you changed someone's mind.

I worked in fundraising at a small housing nonprofit, and our biggest event every year was a spring gala. Our executive director, Ruth, had started it 15 years earlier and loved it. On paper it raised $120,000. I thought it was costing us money, and I wanted her to replace it. The first time I raised it, I led with the cost numbers, and it went badly. Ruth said the gala was where our board members brought their friends, and that I was counting dollars and missing relationships. She had a point, so I stopped arguing and asked what the gala did that nothing else could. So I came back with a proposal built around what she cared about. I suggested a different kind of event that kept those parts, and asked for a one-year trial. Ruth announced the change to the board herself, and we ran the new plan the next spring. It raised more than the gala had.

I worked in fundraising at a small housing nonprofit, and our biggest event every year was a spring gala. Our executive director, Ruth, had started it 15 years earlier and loved it. On paper it raised $120,000. Once I counted the venue, the catering and about 600 hours of staff time, it cleared closer to $25,000. I thought it was costing us money, and I wanted her to replace it. The first time I raised it, I led with the cost numbers, and it went badly. Ruth said the gala was where our board members brought their friends, and that I was counting dollars and missing relationships. She had a point, so I stopped arguing and asked what the gala did that nothing else could. Her answer was two things. It brought in new donors, and it made the board feel proud. So I came back with a proposal built around what she cared about. I went through five years of guest lists and found that only 9% of first-time guests ever gave again. Then I proposed small dinners hosted by board members in their homes, which kept the pride and the introductions, plus a monthly giving program for follow-up. I asked for one year as a trial, with the gala coming back if we raised less. Ruth announced the change to the board herself, and we ran the new plan the next spring. Six dinners and the monthly program netted about $70,000, and 40% of the new donors gave a second time. What I do now is find out what the other person is protecting before I show them a single number.