Fundraising Is Not Black and White: Reading the Room in Real Time
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.
The limits of scripts and playbooks
Jerry talks about needing “God‑given, think‑on‑your‑feet common sense” and warns against becoming a “development officer robot.”
Why? Because:
No script perfectly anticipates a donor’s mood, history, or questions that day.
No wealth screen captures what is happening inside a family or business this quarter.
No internal plan can fully predict how a case will land emotionally.
If you cling too tightly to a predetermined path, you can miss what is right in front of you.
For example:
You planned to ask for a multi‑year pledge, but you sense serious concern about market volatility. You might pivot to exploring a blended gift or extended pledge period instead.
You thought athletics would be the hook, but the donor’s eyes light up only when you mention first‑generation students. That is a signal to follow.
Common sense as a modern skill
Jerry encourages fundraisers to:
Learn the basics of the business.
Pay close attention to how other strong development officers respond and handle situations.
Ask questions when you do not understand.
That mindset still holds up. In fact, you could argue that pattern recognition and emotional intelligence are more valuable now because the “easy parts” of the job (mass communication, data pulls) are increasingly automated.
A few practical ways to strengthen your “non‑black‑and‑white” muscles:
Debrief visits, not just numbers. After key meetings, jot down what you observed: What surprised you? Where did the energy rise or fall? What felt off? Over time, you will start to see patterns.
Practice “what if” scenarios. With colleagues, work through real donor situations: “If this happens, how might we respond?” This builds your agility before you are on the spot.
Stay curious in the room. Instead of pushing through your full case, pause when donors react strongly. Ask, “I noticed that really seemed to resonate – can you say more about that?”
Where data and discernment meet
None of this means you should ignore data. It means you treat data as inputs, not verdicts.
Ratings and scores can help you prioritize.
Analytics can reveal interesting patterns and gaps.
But in the end, your most important information often comes from what donors say and do in front of you.
The art is in holding both:
Be prepared, informed, and structured.
Then stay flexible enough to adapt in the moment based on what is actually happening.
Development may never be fully black and white.
That is not a flaw in the job. It is what makes it a profession that still needs thoughtful, observant human beings.