Authors: Dr. Hector Cruz, Consultant | Amy Karjala, Senior Consultant | Brian Miller, Senior Consultant
Major gift officers (or those who work with major gift partners) carry one of the most relationally demanding roles in a nonprofit organization. They are expected to generate significant revenue, steward donor relationships with care, and represent the mission with integrity, all at the same time. When done well, major gift work fuels ministry impact and long-term sustainability. When done poorly, it damages trust, burns out staff, and leaves organizations stuck on the fundraising treadmill.
At The FOCUS Group, our Taking Donors Seriously® (TDS) system reminds us that fundraising is not primarily about transactions; it’s about relationships. Most breakdowns in major gift work are not caused by bad intentions, but by misaligned expectations, unclear strategy, or rushed execution.
In this two-part series, we’re covering five common mistakes Major gift officers make, and practical ways to fix them. This first article covers mistakes one through three. Part two will cover the final two.
Mistake #1: Treating Donors Like Revenue Targets Instead of People
One of the most common, and most damaging, mistakes MGOs make is unintentionally viewing donors primarily through the lens of dollar amounts. Moves management systems, portfolios, and revenue goals can subtly shift the focus from people to performance.
What this looks like in practice:
An MGO prioritizes meetings based solely on giving capacity, rushes conversations toward an ask, or disengages when a donor doesn’t give at the expected level. Donors begin to feel like ATMs rather than partners.
What this looks like through a TDS® lens:
The first principle of TDS® is simple but foundational: people give to people they know and trust. Trust cannot be rushed, and relationships cannot be automated.
How to fix it:
- Reframe success metrics to include relationship depth, not just dollars raised.
- Spend intentional time listening and learning a donor’s story, values, and motivations.
- Document personal insights in your CRM, not just financial data.
Real-life example:
One organization discovered that its most consistent six-figure donor had never been asked why she gave. When a new MGO finally asked and listened, it revealed a deeply personal connection to the mission that reshaped how the organization engaged her. Her giving didn’t just continue, it increased because the relationship deepened.
Mistake #2: Asking Without a Clear, Compelling Case for Support
Many MGOs are sent into donor meetings without a clear case for support or with a case that’s outdated, overly generic, or disconnected from real needs.
What this looks like:
MGOs talk passionately about the mission but struggle to articulate why funding is needed now, what impact a gift will make, or how a donor fits into the story.
A TDS® lens:
People give because they are asked and shown how. The “shown how” happens through a clear, well-constructed case.
How to fix it:
- Ensure every MGO understands and can confidently present the organization’s case.
- Tie donor interests directly to specific needs, outcomes, and impact.
- Use the case as a conversation guide not a script.
Real-life example:
An MGO meeting stalled repeatedly because donors were “interested but hesitant.” The real issue? No one could clearly explain the financial gap or the urgency. Once the case was clarified and tied to measurable outcomes, donors responded with confidence.
Mistake #3: Confusing Activity With Strategy
Busyness is not the same as effectiveness. Many MGOs stay busy with emails sent, meetings scheduled, or reports filed, but lack a clear strategy for raising the funds required.
What this looks like:
MGOs manage large portfolios indiscriminately, don’t allocate time according to the depth and alignment of donor relationships, and chase short-term wins instead of long-term sustainability.
A TDS® lens:
Strategy asks one critical question: Who are the most strategically positioned people we can talk to in order to raise the most amount of money?
How to fix it:
- Segment portfolios realistically based on capacity, inclination, and relationship.
- Focus time and energy on donors where meaningful engagement is most likely.
- Build an annual strategy before building an activity plan.
Real-life example:
A development team realized they were spending 70% of their time with donors who would never fund at major gift levels. By restructuring portfolios and focusing on fewer, better-aligned donors, they raised more money with less stress.
Major gift work succeeds when donors are treated as partners, not prospects, and when strategy drives activity. Getting this foundation right sets MGOs up to succeed in the moments that matter the most. In part two of this series, we’ll look at two more common mistakes involving asking and follow-up, and how MGOs can fix them to build lasting donor relationships.
About the Authors
Dr. Hector Cruz, CFRE serves as Consultant at The FOCUS Group. He is a seasoned leader in development, fundraising, and higher education, helping Christian organizations strengthen their fundraising strategies and leadership through practical coaching and training.
Amy Karjala is a Senior Consultant at The FOCUS Group. With more than 25 years of nonprofit leadership and fundraising experience, she partners with ministries and nonprofit organizations to develop sustainable fundraising strategies and cultivate meaningful donor relationships.
Brian Miller is a Senior Consultant at The FOCUS Group. He brings more than 30 years of leadership experience across the philanthropic, housing, and social development sectors. Brian partners with nonprofit organizations to strengthen fundraising strategies, build organizational capacity, and advance mission-driven impact through thoughtful leadership and donor engagement.
We’ve been privileged to help many organizations be more effective in their fundraising by learning and implementing relational fundraising principles in their work with donors. Want to talk?