11 FATAL MISTAKES CHURCHES MAKE DURING CAPITAL CAMPAIGNS

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2 11 FATAL MISTAKES CHURCHES MAKE DURING CAPITAL CAMPAIGNS Fatal Mistake #1: Failure to Make the Campaign a Top-Level Priority Fatal Mistake #2: Position Your Campaign As a Necessary Evil Fatal Mistake #3: Assume Alignment Among Staff Leadership Fatal Mistake #4: Skip Over Getting Input from Key Volunteer Leaders Fatal Mistake #5: Highlight Project Details More than Potential Impact Fatal Mistake #6: Implement a One-Size-Fits-All Communications Strategy Fatal Mistake #7: Act As If Everyone Wants to Be Involved and in the Same Way Fatal Mistake #8: Avoid Teaching About the Transformational Aspects of Generosity Fatal Mistake #9: Neglect to Invite New Members to Get Involved Fatal Mistake #10: Refuse to Make a Bold, Clear Ask Fatal Mistake #11: Assume Commitment Weekend Is the Finish Line 2

3 INTRODUCTION Everyone has been through a capital campaign. Some have likely been very positive experiences while others have left a lot to be desired. There will always be an element of the unknown when you approach such an event in any church. However, that doesn t mean we can t learn from our own experiences and the experiences of others. The success of any capital campaign is determined by those who lead it. Since leadership is about knowing where the pitfalls are and how to steer around them, it only makes sense to consider the common mistakes made before, during, and after capital campaigns. If these mistakes can be avoided, then the likelihood of reaching goals is much greater. Capital campaigns are an opportunity to energize and organize a broad base of members to reach a specific, tangible ministry goal. Because ministry is the focus of any campaign, it is vital that every effort be made to ensure its success. Skeptics and naysayers love to use stories of failed initiatives as ammunition against involvement. By avoiding the 11 Fatal Mistakes Churches Make During Capital Campaigns, you will dramatically increase your chances for achieving your goals and leaving a positive impression in the minds of everyone involved. Fatal Mistake #1: FAILURE TO MAKE THE CAMPAIGN A TOP-LEVEL PRIORITY Gone are the days of church calendars only consisting of Sunday morning services and Wednesday night prayer meetings. Churches today are busy places packed with everything from senior adult dinners to exercise classes. At times, it feels as if ministries are competing against each other for announcement time and bulletin space. A capital campaign isn t something to be added to the calendar; it must take priority over everything else. For a period of time, the capital campaign gets more publicity than the upcoming women s event or student camp. Why is it so important to make the campaign a top priority? When everything is important, nothing is important. This is a truth many church leaders fail to see. If there are several high-priority events competing for attention, all of the events will suffer. For a season, the church must be willing to focus all of its energy on the capital campaign. Some leaders believe their churches are different. Their churches are the ones that can pull off a men s event in the middle of a capital campaign. At the end of it all, those leaders would be the first to say they should have rethought that decision. Allowing anything to compete with the capital campaign will hurt the campaign because people will be glad to pay attention to a distraction that takes them off the hook financially. 3

4 Fatal Mistake #2: Position Your Campaign As a Necessary Evil The capital campaign should never be presented as a necessary evil rather than an opportunity to expand the ministry reach. The difference between the two is vision casting. A captivating and compelling vision will evoke buy-in and elicit unilateral support. Capital campaigns that are presented as opportunities to expand the ministry reach are the result of not having a big enough vision. A vision should inspire staff members, key church leaders, and the congregation. It should be big enough to seem daunting yet small enough to be reachable. When people catch a vision, they are more likely to invest in the cause. Many church leaders make the mistake of using apologetic language to gain support. They say things like, We hate to ask, but... Rather than apologizing, leaders should talk about participating in the capital campaign as a privilege. They should ask people to invest in the larger vision of the church. When vision accompanies the conversation, it s easier to minimize the pressure and make the campaign more about prayer. Throughout the campaign, leaders must exhibit authentic passion for the vision and connect the vision to the campaign. Passion is contagious but so is a lack of passion. If leaders aren t passionate about what God is doing in their churches, capital campaigns will struggle to reach their objectives. Some leaders make the mistake of pitting the church against the capital campaign. When people start choosing sides, they will always choose the least expensive option. In other words, when leaders apologize for the campaign, people will express their sentiment through a lack of involvement. Fatal Mistake #3: Assume Alignment Among Staff Leadership Key staff leaders must be willing to incorporate the capital campaign into their individual areas of ministry. This means finding a way to get all age groups and all ministries involved in the campaign. Many church leaders make the mistake of focusing only on adults because they view adults as the only givers within the church. Though that might be true, including all age groups and ministries reinforces the importance of the campaign. So any money given by preschoolers, children, and students regardless of the amount is significant. It is easy to overlook this step in the process. After all, the non-adult ministries often program their curriculum for quarters or years at a time. Because the capital campaign is important, it is vital that ministry leaders get on board. Some leaders might be resistant because they have served at churches where a capital campaign created issues for different ministries. Leaders must be willing to address those concerns head on. Leaders 4

5 can overcome resistance by tying the campaign to the church s vision and encouraging staff members to see the vision through their areas of ministry. Some leaders who have failed to secure staff alignment have seen the effects on their capital campaigns. They realized after the fact that the synergy of being on the same page throughout the organization can propel a church to achieve its objectives. Fatal Mistake #4: Skip Over Getting Input from Key Volunteer Leaders The success of the capital campaign will depend upon the involvement of everyone in leadership. That s why it s important to get input from key volunteer leaders. This group recognizes when a capital campaign has been developed by a few people without input from others. Before the campaign begins, it is important for staff leaders to open a dialogue with key volunteer leaders. Staff leaders must give volunteers the opportunity to ask questions and must respond with direct, honest answers. These leaders are the people who will carry the capital campaign forward. If they are not supportive of the campaign, it will not be as effective as it could have been. If key volunteer leaders feel as if they are a part of something, they are more likely to share their excitement with those they influence. On the other hand, if they feel as though they have been left out of the loop, they will share that with others as well. Staff leaders who have tried to carry out a capital campaign without gaining input from key volunteer leaders have learned that the likelihood of achieving a campaign s goals is directly proportional to the number of key volunteers who have input in the process. Fatal Mistake #5: Highlight Project Details More than Potential Impact A capital campaign is loaded with details that should be reserved for the key church leaders and campaign leaders. Donors don t want to be overwhelmed with details; they want to know they are supporting something that matters. People give to causes, not to organizations. That s why church leaders must highlight the potential impact of the campaign. Hyper-focusing on the details sends the message that the money is more important than the mission. Most churches already talk about money a lot, so stepping up the conversation will produce negative results. 5

6 If too many details are shared, potential donors might get the idea that church leaders are monitoring donations. This will shut down giving and undermine the integrity of the campaign. Leaders must be honest with the congregation about the accounting processes and those who are aware of donations. Many leaders have learned the hard way. Their capital campaigns suffered because they communicated more about details than potential impact. They learned that people invest their money in things that make a difference. Fatal Mistake #6: Implement a One-Size-Fits-All Communications Strategy Relying on one form of communication doesn t work anymore. People want a personalized approach. They want to feel as if leaders are communicating directly to them. A holistic strategy will include general communication with the entire congregation and targeted communication with specific leaders and donors. The communication style must be varied as well. Everything a church does comes down to communication. Therefore, the music, message, Bible study lessons, bulletins, and more all serve as communication tools. Church leaders make a mistake when they disregard the importance of a unified, universal communication strategy. Communication gives leaders the opportunity to exercise creativity. From micro websites to videos, capital campaigns can focus more on the spiritual aspect than on the giving. When people align their hearts with God, they will be generous in ways they never have been before. There are three basic types of conversation that leaders must initiate within their churches: First, communication with people who have the capacity to make significant donations. People with wealth will probably have specific questions they need answered. They aren t likely to offer a significant donation based on the appeal to the congregation. Second, communication with people who have influence. These might be key leaders but shouldn t be limited to that group alone. People with influence are those to whom other people turn for advice or input. They might have no leadership role in the church, but they have considerable respect from the congregation. Third, communication with the congregation. This is the most general conversation a leader will have. The congregation needs to know that the size of the gift isn t important. What matters is the attitude of the giver. This is the place to share the vision and call for people to physically express their support by coming forward to pray or by signing a prayer card. When people associate their decision with a physical action, they are more likely to follow through. The bottom line is that communication is a vital part of the process. Leaders who fail to communicate about their capital campaigns often discover this hard lesson: people don t donate to things they don t understand. 6

7 Fatal Mistake #7: Act As If Everyone Wants to Be Involved and in the Same Way It is naive and incorrect to assume that everyone in the church wants to participate in the capital campaign. It is also a mistake to assume that everyone who wants to be involved wants to be involved in the same way. Because people are unique, their participation in capital campaigns (and everything else) will be distinct. Some people will opt for the traditional role of donor. Others will be more creative in their participation. It is vital that the campaign solicit and encourage creative participation. Some churches encourage donors to donate personal possessions. Others offer fund-raising opportunities. Church guidelines will define what is acceptable in each situation. The fact remains that many people will choose a non-traditional giving strategy. Therefore, it is important that the capital campaign be prepared to work with each donor. Leaders who ask for universal involvement demonstrate their own lack of awareness of the uniqueness of each individual person and the demographic characteristics of the church. Leaders set themselves up for failure when they make assumptions that aren t true. Fatal Mistake #8: Avoid Teaching About the Transformational Aspects of Generosity A person who is pressured to give will give once. A person who develops into a donor by understanding the biblical principle of stewardship and giving will give for a lifetime. Unfortunately, many leaders rely on pressure and hype to elicit donations. When leaders eventually run out of ideas, people lose the motivation to give. A capital campaign is really an educational endeavor designed to teach people about stewardship. If everyone in the church gave 10 percent, the capital campaign would be a success and future campaigns unnecessary. Generosity is one of the most common themes in the Bible, yet many pastors resist teaching or preaching about it. Jesus talked about money more than any other subject, because how people handle their money reveals a lot about their relationship with God. A capital campaign that ignores the opportunity to teach about generosity misses an incredible experience for all ages. The more that children and teens hear about generosity, the more likely they will be generous as adults. The capital campaign should be an opportunity for families to pray, learn, sacrifice, and give. The church is responsible for teaching doctrine. We call it discipleship. A church with a healthy view of discipleship will develop generous followers. A church that fails to make discipleship a priority will always be asking for money. Capital campaigns suffer when leaders ignore their responsibility to teach generosity. 7

8 Fatal Mistake #9: Neglect to Invite New Members to Get Involved New members almost always are looking for ways to get involved. By joining, they have expressed interest in the direction of the church. They probably are familiar with the vision of the church. What they want is the chance to do something significant. Inviting new members to be involved in the capital campaign encourages them to participate in the present and future of the church. It deepens their relationship with the church and gives them a marker to remind them of their initial investment. Many leaders overlook new members as campaign leaders because they don t have a history with them. However, new members might just be key players in the development, communication, and administration of the capital campaign. When participation is limited to insiders, capital campaigns suffer. The people most excited about the vision of the church often are the newest members. Fatal Mistake #10: Refuse to Make a Bold, Clear Ask Leaders who are reluctant to ask people to donate inadvertently communicate their own personal hesitancy to be involved. If the vision matters, the capital campaign should be critical. Leaders must communicate the expectations in clear, concise terms. People want to know why they should donate, how much they should donate, how they should donate, and when they should donate. Failure to consistently communicate the answers to these questions will negatively affect the outcome of the capital campaign. Some potential donors desire more guidance. They don t know how to discern what God wants them to do. They need help determining their level of participation. Leaders will be given the opportunity to respond to these concerns when they ask people to donate. Many of these concerns will be offered as excuses for not being involved. Leaders must be sensitive to how they encourage others to donate. Excessive pressure can be counterproductive in the long run. People can t say yes to donating unless they are asked. If they are never asked, their lack of participation will be interpreted as a no. Some people don t donate because they are confused about the purpose. Leaders who don t ask make a mistake that affects the bottom line. 8

9 Fatal Mistake #11: Assume Commitment Weekend Is the Finish Line A capital campaign doesn t end when the emphasis expires. Because personal commitments extend for a number of years beyond the commitment weekend, keeping the capital campaign in the forefront of people s minds is vital. There should be periodic testimonies, videos, updates, personal reminders, and calls to action in which new people are given the opportunity to participate in the campaign. Many leaders are tempted to set the campaign aside once all of the commitments have been tallied. However, just because a person completes a pledge card doesn t mean he or she will follow through with the donation. By talking about generosity, the leader opens the door of opportunity for future conversations. From small group studies to sermon series, generosity will be on the minds of people because they have connected it to vision. Church leaders must continue to connect generosity and vision in order for the mission of the church to be fulfilled. Many leaders see the commitment weekend as an opportunity to put the campaign behind them and move on to something else. Those leaders misunderstand the importance of the weeks and months that follow. If the focus on the capital campaign ends at the celebration weekend, the percentage of pledges that turn into donations will be negatively affected. Conclusion Mistakes are just that mistakes. The important thing is not that we avoid them but that we learn from them. Capital campaigns are healthy and productive investments of time, energy, and resources. They can set the stage for future growth and can have a lasting impact on a church s future ministry capacity. It s unfortunate when the capital campaign becomes just another event on the calendar. It robs leaders of the opportunity to share vision and call people to commit to Kingdom things not merely a building or special project. Sure, a capital campaign is about reaching financial goals, but it is also about moving people to deeper levels of engagement in local church ministry. There is too much at stake to just schedule a capital campaign. No one is immune from making mistakes. But you have an opportunity to do something more the next time around than just check a few boxes and collect a few pledge cards. Your approach will determine whether you raise dollars or raise leaders to take the next step in their spiritual journey. 9

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11 ABOUT THE AUTHORS JOEL MIKELL is president of RSI. With more than 25 years of local church ministry experience, he brings a passion for helping churches cast their vision to reach people for Christ, as only a pastor can. He has helped church leaders raise more than $400 million for kingdom projects and has had the privilege of working with some of the most well-known churches and church leaders across the country. Joel can be reached at joel.mikell@rsistewardship.com, Twitter (@joelmikell), or Facebook. BILL MCMILLAN served for more than 20 years as both a pastor and a pastoral counselor before joining RSI. He currently serves as executive vice president. Bill has led thriving stewardship campaigns in churches of many sizes and denominations, raising millions of dollars for local ministry. He is an excellent communicator and project manager, whose consulting hallmarks lie in communications strategy and major gift development. Bill can be reached at bill.mcmillan@rsistewardship.com, Twitter (@billmcmillanrsi), or Facebook. 11

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