All for One: Turning Internal Culture into Donor Confidence
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.
Donors are watching how you work together
Most donors will never sit in your staff meetings. They do not see the org chart. But they pick up on clues:
Do they get conflicting messages from different people?
Does a promised follow‑up get lost between departments?
Does everyone they encounter seem to know what is going on, or are they constantly “checking on that”?
Jerry reminds us that success starts with a team where:
Everyone shares the same vision and goals.
Talents and personalities are balanced.
People are placed where they can be effective.
And – this is key – clerical staff are valued as the foundation that success is built upon.
When that is true, donors sense it. Things feel smooth, consistent, and dependable.
Why internal unity is a fundraising asset
In an era of strategic plans, branding, and sophisticated campaigns, it can be tempting to focus all our energy outward.
But donors are making decisions based on questions like:
“Will this organization be a good steward of my gift?”
“Do they execute well?”
“Is there clarity about where they are going?”
Your internal culture answers those questions long before your case statement does.
For example:
A well‑briefed receptionist or administrative assistant who greets a donor by name and knows why they are there sends a powerful, quiet signal.
A program leader who echoes the same priorities the donor heard from you during a visit reinforces confidence.
A finance partner who turns around clear, accurate numbers quickly makes you both look good.
Building an “all for one” culture
You cannot change everything overnight, but you can influence the culture in practical ways:
Honor the front line. Treat administrative and clerical staff as true partners. Loop them in on campaigns, goals, and timelines. Explain how their work affects donors. Thank them specifically and often.
Share stories internally. When a donor makes a meaningful commitment, share the story (appropriately) with colleagues. Celebrate how everyone contributed, from data entry to proposal drafting to stewardship.
Clarify roles with donors. When multiple people interact with a donor – gift officer, president, dean, program leader – be clear internally about who owns what. To the donor, it should feel coordinated, not chaotic.
Model teamwork yourself. Jerry points out that successful development officers do not care who gets the credit. They care if the job gets done and the organization thrives. That attitude is contagious.
Culture shows up in the smallest moments
At its core, “All for one. One for all.” is not a slogan. It is a daily choice:
To share information rather than hoard it.
To assume positive intent when something goes wrong.
To ask, “How can I help?” instead of “Is this my job?”
Donors may never know exactly why working with your organization feels steady, clear, and unified.
They just know it does.
And that feeling can make the difference between a one‑time gift and a long‑term partnership.