How Great Fundraisers Ask Donors for Transformational Gifts

In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Angela Seaworth, Ph.D., MBA, ACFRE, Instructional Associate Professor at the Bush School of Government & Public Service, Texas A&M University, to explore how fundraisers can move beyond annual and major gifts toward transformational giving. Seaworth explains that a transformational gift is not defined by a particular dollar amount. While headlines may focus on gifts of $20 million, $50 million, or more; a $250,000 gift, or even a much smaller investment, can be transformational if it changes an organization’s trajectory, expands its capacity, or makes exponential impact possible. The key is for each nonprofit to define transformational giving in the context of its own mission, scale, and ambitions. Seaworth emphasizes that transformational gifts begin with transformational ideas. Fundraisers and nonprofit leaders can sometimes limit themselves by worrying that an idea is too ambitious or an ask is too large, but donors capable of significant giving may be more inspired by bold possibilities than incremental improvements. Developing those opportunities requires an organizational culture that encourages innovation, visioning, and big-picture thinking across departments. Rather than expecting the development team to generate the next great idea alone, nonprofits can invite frontline staff, program leaders, executives, and fundraisers to imagine what greater impact could look like. Generating many ideas, including some that ultimately will not move forward, can help organizations identify the few opportunities with the greatest potential to advance the mission. Bill and Angela also discuss the importance of trust and co-creation in developing transformational gifts. Strong donor relationships involve communication, investment, and what Seaworth describes as “mutual influence,” giving donors an opportunity to share ideas and participate meaningfully in shaping possibilities without allowing the organization to become donor-directed. One practical approach is the longstanding fundraising principle, “If you want money, ask for advice.” Instead of arriving with a finished proposal, fundraisers can bring donors into conversations about an ambitious idea, ask what excites them, and listen for connections to their experiences, passions, and hopes for the organization. Seaworth notes that donors capable of making extraordinary gifts may be seeking something they cannot simply purchase for themselves: the opportunity to advance a cause they deeply value, contribute to meaningful change, and create a lasting legacy. The central takeaway is that transformational fundraising requires nonprofits to think bigger while remaining firmly grounded in mission, strategy, and relationships. One sign that a donor may be ready for a transformational conversation is the presence of multiple relationships across the organization, such as connections with fundraisers, program leaders, executives, or board members, which can deepen trust and demonstrate sustained engagement. Seaworth illustrates the point with an early-career example in which funding for something as unglamorous as a parking lot became transformational because it addressed a critical need and aligned with a donor’s passion for organizational sustainability. By cultivating innovative ideas, inviting donors into authentic conversations, and defining transformation according to what will genuinely move the mission forward, fundraisers can turn long-term relationships into opportunities for extraordinary impact.