| 1. YOU MUST SEE ALL MEMBERS FACE TO | | | | dedicated synagogue member and perhaps a |
| FACE: DON'T SOLICIT ON THE PHONE Our aim is | | | | volunteer for the campaign. If you can convince |
| to produce a significant change in the member's | | | | someone that there is a momentum in the |
| attitudes and actions. That is not easy to | | | | congregation, and that their participation is needed |
| accomplish. It takes a lot more than a phone call; | | | | now-not just for money, but or the leadership |
| it requires a two-on-one, face-to-face meeting. | | | | they can provide in bringing others along--then |
| Use the telephone only to make an appointment | | | | you have achieved so much more than one gift. |
| to see someone personally. | | | | Constantly stress this--because it is true: If we |
| 2. WHEN AND WHERE YOU MEET IS | | | | raise only money in this campaign, we have not |
| IMPORTANT Try to make the meeting place on | | | | entirely succeeded. Our task is to raise active, |
| neutral ground, with plenty of time to talk things | | | | committed Jews, proudly supporting the |
| over. A leisurely meeting over the lunch table-any | | | | synagogue's future. We are not just building a |
| place where you come together on equal terms-is | | | | building, we are building a community! |
| best. A hurried appointment at the office is worst. | | | | 7. SOLICIT WITH SOMEONE ELSE A two-on-one |
| The discussion will be subject to interruptions. | | | | solicitation is more effective than a one-on-one. If |
| 3. GO IN PREPARED: KNOW HOW MUCH TO ASK | | | | there are two people, it is like the congregation |
| FOR Learn as much as you possibly can about | | | | coming to meet. With two solicitors, one can pick |
| your fellow members before you go out. What | | | | up the ball when the other runs out of steam. |
| are their interests? What is their attitude toward | | | | One word of caution--make sure both solicitors |
| being a member of the synagogue? What do | | | | are committed to hanging in. If one says "That is |
| they give to other causes, Jewish or general? | | | | a very nice gift", the other solicitor has lost the |
| Don't let a big figure scare you. Often people are | | | | chance. |
| flattered by a generous estimate of their capacity | | | | 8. PICK UP THE APPROPRIATE SIGNALS The |
| to give, and aiming high will help you get a bigger | | | | member is always giving out signals--by what he |
| contribution. Asking for a specific amount is crucial. | | | | she says, verbally or through physical movement. |
| 4. BE A GOOD LISTENER AS WELL AS A | | | | Watching and listening will help you do your job. |
| CONVINCING TALKER Keep your eyes and ears | | | | Be careful to look for signs of boredom. If you |
| open during the solicitation. Don't just talk at | | | | are reeling off statistics, or telling about your |
| someone. Ask questions and scan for particular | | | | experiences or ideas, and attention is starting to |
| concerns and motivations. Focus your solicitation | | | | drift, switch tracks fast and take another |
| on responding to their needs, not yours! | | | | approach. |
| 5. DON'T TALK TOO LONG A lengthy, rambling | | | | Try to read the member's attitude-engage and |
| presentation is a good way to lose the member's | | | | get feedback. |
| interest, to dissipate any inclination to respond | | | | 9. DON'T APOLOGIZE It is easy to let an |
| favorably. WE HAVE FOUND solicitations TO have | | | | apologetic tone slip out without realizing you are |
| five basic parts: a. THE OPENING-will it capture the | | | | doing so. Guard against it. You are a vital link in |
| member's interest? Does it deal with something | | | | our chain of Jewish continuity - you are |
| important to them personally? b. YOUR | | | | performing a "mitzvah" in securing the |
| PRESENTATION-Is it brief, specific, to-the-point? | | | | synagogue's future. By apologizing, and thus giving |
| Remember, it is very difficult to hold anyone's | | | | the member an out, you lose control of the |
| attention for a long time. c. ASKING FOR A | | | | solicitation, and you won't be as successful. |
| SPECIFIC PLEDGE-The suggested figure is the | | | | 10. HANG IN THERE The main reason for |
| place to start. d. OVERCOMING | | | | disappointment in most solicitations is that the |
| OBJECTIONS-Acknowledge objections as they | | | | solicitors (or one of them) give up too soon. The |
| are raised. Are they valid points or just excuses? | | | | solicitation process includes, to some degree, an |
| Some arise from a need for more information | | | | element of frustration. The solicitor should try to |
| and will be answered by the time your | | | | keep it to a minimum. A good solicitation probably |
| presentation is complete. Others will be left for | | | | ought to take an hour, in order to get all the |
| discussion for later. Try not to let objections | | | | issues out into the open. |
| divert you from the important points you need to | | | | 11. YOUR NEXT CHANCE WON'T BE AS GOOD If |
| make. Acknowledge them and move on. Do not | | | | you let your fellow member check with an |
| argue. Complete your presentation, unless to do | | | | accountant or anyone else, you have lost your |
| so would antagonize. e. THE CLOSING - Use | | | | best shot. The emotional and intellectual |
| "bandwagon" psychology. It helps for the member | | | | involvement with our campaign will never be as |
| to know that other people he or she regards as | | | | great as during the height of your presentation. |
| peers- including you--have already given. If it's | | | | After you leave, the member will start thinking of |
| appropriate, talk about those whose gifts have | | | | all the excuses. Try in every way possible to get |
| set an example to be matched. Encourage people | | | | a commitment, stress the urgency of the needs - |
| to "join" the gathering campaign momentum. | | | | that the fate of our campaign depends upon our |
| 6. IT'S MORE THAN JUST MONEY If your | | | | members not putting off vital decisions. Try not |
| solicitation is successful, you will bring more than | | | | to leave without a commitment. |
| money to the campaign; you will bring a more | | | | |