Objections: common types
Fundraisers know that most donor objections boil down to just two things: the amount you’re asking for and the timing of the ask. But here’s the good news—both are manageable. In this article, you’ll discover practical tactics to navigate these common roadblocks, plus smart ways to handle the trickier, less common objections that inevitably pop up.
By the end, you’ll not only be ready to face objections with confidence—you’ll actually welcome them as opportunities to move the conversation forward and close more gifts.
Objection type: the ask amount is too high
Tactic: Spread it out, break it down (installments)
One of the most common objections you’ll hear from a donor is that the amount of the ask is too high. Donors have budgets for giving, cash flow limitations, and asset restrictions, and if you ask for too much money, a donor is likely to object. The Spread it Out, Break it Down tactic is a favorite among experienced fundraisers to address this objection because it eliminates the single-payment option that often burdens donors. Instead, it creates a set of smaller “installment” payments (monthly, quarterly) a donor can pay over time, therefore allowing a donor to “spread out” their gift.
Example 1:
Ask
[You] “Would you be willing to give $1,000 to support our new swimming program?”
[Donor] “I’m sorry, but $1,000 is way too much money for me.”
Acknowledge, Option, Close
[You] “I can understand. If someone asked me for $1,000, I wouldn’t be able to give it all at once, either. How about this… to create a better fit for your cash flow, what if we spread out the donation by breaking it down to four quarterly gifts of $250, or a monthly gift of $83?”
[Donor] “Terrific! I like the $250 a quarter option—that would be perfect.”
Example 2:
Sometimes the amount of your ask will be too high no matter how you try to spread it out. In this case, reduce the gift amount by 25 percent and then ask the donor if the new amount, as a single payment, will work. If they say “No,” offer them the option of spreading out the newly reduced amount.
If the donor says “No” after two gift amount reductions, offer them a Donor’s Choice option.
Ask
[You] Would you be willing to give $1,000 to support our new swimming program?”
[Donor] “I’m sorry, but $1,000 is way too much money for me.”
Acknowledge, Option, Close
[You] “I can understand. If someone asked me for $1,000, I wouldn’t be able to give it all at once either. How about this… to create a better fit for your cash flow, what if we spread out the donation by breaking it down into four quarterly gifts of $250, or a monthly gift of $83?”
[Donor] “Sorry, but that’s still too much money for me… I just can’t afford to give $1,000.”
Acknowledge, Option, Close
[You] “Okay, no problem. I understand. However, I have a suggestion that might be more in line with your budget. Would you be willing to give $600 to sponsor three kids for summer swimming lessons?”
[Donor] “Yes, I’d like to do that, and it’s more in line with what I was thinking.”
[You] “Would you like to make a one-time gift of $600?”
[Donor] “Do you have any payment options?
[You] “Yes. Let’s set up the gift as a $600 pledge. What works best for you, four quarterly gifts of $150, or 12 monthly gifts of $50?”
[Donor] “I like the $150 a quarter option; let’s do that.”
Objection type: the ask amount is too high
Tactic: Reduce the amount using Feel, Felt, Found.
The “Feel, Felt, Found” tactic is an age-old sales tactic that fundraisers adopted decades ago. The basic premise works like this: You acknowledge a donor’s objection and validate their position by expressing empathy, and then you offer an alternative option based on personal experience.
Fundraisers like this tactic because it’s easy to remember and apply, and it has a proven track record of success. Practice it a few times on team members and you’ll see how easy it is to learn.
Ask
[You] Would you be willing to give $1,000 to support our new swimming program?”
[Donor] “I’m sorry, but $1,000 is way too much money for me.”
Acknowledge, Option, Close
[You] “I can understand how you might feel a $1,000 gift is too much money right now. I was asked recently for a $1,000 gift by the YMCA and felt the same way. Like you, I said, ‘I can’t afford that right now.’ But when they reduced the gift size and asked if I would be willing to make a $700 gift, I found that I could make a gift.”
[You] “Would you feel comfortable making a gift of $700?”
[Donor] “Sure, Tom, that would work.”
Thank you and next steps
[You] “Great! On behalf of the board and all the kids in the swimming program, we’re grateful for your support. I know you like to make gifts online, so I’ll send you an email with a link to our online donation page when I get back to the office.
[Donor] “Yes, that would be fine. Thanks, Tom.”
Objection type: the timing is bad
Tactic: Spread it out, break it down (installments)
A donor may have the ability to give $1,000, but maybe you asked at a bad time. They may be facing an unexpected expense such as a divorce settlement, tax liability, tuition bill, or down payment on a house.
Bad timing is a common objection and here are some other responses you can expect to hear: “Some changes have come up, I can’t make a decision right now.” “I need to discuss this with my (partner, trustees, or CEO).” “I just made a large gift to another organization.” “I need to think about it for a while.” “We’re going to wait until next year.”
Fundraisers know small and medium-sized donors tend to make donations based on their available cash and income. Major donors often have more predictable giving patterns because they establish giving budgets and know with a fair degree of precision how much money they plan to give at specific times throughout the year.
Either way, if the timing of your ask comes at an inconvenient time, no matter what the reason, it will impact your ability to get a “Yes” to your ask. Therefore, you need to come up with options to timing objections, like those in the following paragraph and in the examples below that put you in a position to receive money when a donor has the capacity to give money.
“Yes, life can be hectic. When would you like me to follow up?” “What month is best to talk with you about the proposal we’ll be submitting?” “Important decisions take time, and we are happy to hear that you will give this opportunity serious consideration.” “I can certainly understand that you’d want to talk this over with your CEO.”
Example 1:
Ask
[You] “Would you be willing to support our children’s food basket program with a gift of $1,000?”
[Donor] “I’m sorry, Tom, this is a bad time. I just paid my quarterly taxes and I don’t have that kind of cash to give away.”
Acknowledge, Option, Close
[You] “I understand. Last year I was hit with a large and unexpected tax liability, and if someone had asked me for $1,000, I would have said, ‘Not now, the timing is terrible.’ Consider this: To create a better fit with your cash flow, what if the donation was spread out over a year, broken down into four quarterly gifts of $250, and the first gift wasn’t due for three months?”
[Donor] “Wow, now that would be great! Let’s do it!”
Example 2:
Sometimes the amount of money you ask for is too much and the timing is bad. In this case, you’ll need to provide options that reduce the amount of the ask and adjust the timing.
Ask
[You] “Would you be willing to support our children’s food basket program with a gift of $1,000?”
[Donor] “I’m sorry, but $1,000 is way out of my range. I don’t make gifts of that size, and the timing is bad; I just paid an unexpected tax bill.”
Acknowledge, Option, Close
[You] “I understand. Last year I was hit with a large and unexpected tax liability, and if someone would have asked me for $1,000, I would have said, ‘Not now, the timing is terrible.’ Consider this: To create a better fit with your cash flow, what if the donation was spread out over a year, broken down into four quarterly gifts of $250, and the first gift wasn’t due for three months?”
[Donor] “Wow, that’s a nice offer. But $1,000 is too large a gift no matter how you slice it.”
Acknowledge, Option, Close
[You] “Okay, I understand. How about this… Would you be willing to sponsor six kids to receive food baskets for a year for $600? I can set it up so you can make quarterly gifts of $150 starting in three months.”
[Donor] “Perfect. Let’s do it!
Objection type: the donor offers to make a small gift
Tactic: Upsell the gift by finding middle ground
You know the donor. You’ve done your homework. The donor has given $2,500 the last three years. You make an ask of $2,500 this year. The donor responds that they would like to make a gift of $1,000. Whoa! You’re shocked. How do you respond?
There will be many times when the amount you ask for and the amount a donor expects to give are different. Fundraisers don’t simply accept a donor’s offer. Instead they try to “upsell” the gift by finding middle ground. You can do this by encouraging a donor to consider a gift that is 20 to 50 percent above the offer they made.
You can also use the Spread it Out, Break it Down tactic to create an attractive giving option that syncs with the donor’s financial position. Or, if you’re using a gift ladder or a giving pyramid, you can ask the donor to consider giving at a higher level than the one they chose.
The goal here is not to try and strong-arm the donor into a bigger gift. The goal is to tactfully test the waters to see if the donor is willing to make a slightly higher gift. You’ll find that 50 percent of donors will say “Yes” to a higher gift after they’ve announced the size of gift they would like to make.
Ask
[You] “Sue, you’ve been a loyal supporter of our community garden for three years. Would you be willing to continue your support at the $2,500 Founders Club level?”
[Donor] “Tom, please understand, I’m a huge fan of the garden, but this year I’m going to make a gift of $1,000 instead of $2,500.”
Acknowledge, Option, Close
[You] “Thank you, Sue! That’s very generous. You’re not only one of our most loyal supporters, you’re also one of our best volunteers. Let me show you this graphic that highlights our new giving levels.
At $1,000, you’ll become a “Giving Tree” member. The next level up, at $1,500, is the “Sustainable Farmer” level. At this level, you qualify to receive one free basket of fresh produce from the garden each month. Would you be willing to support the garden at the “Sustainable Farmer” level?”
[Donor] “Sure, why not, and I’m thrilled about the idea of receiving fresh produce!”
Objection type: the donor stalls and wants to think about it
Fundraisers know some donors, especially major donors, will not make a decision on the spot. They will gladly meet with you, talk about giving options, and express their sincere interest in donating. However, before deciding, they want time “to think about it.”
A response like this should come as no surprise because making a donation for some donors is a serious decision, no matter what the gift size. Also, a donor may need to consult an accountant, financial planner, family members, or board members before making a decision.
Therefore, never rush a donor. Exercise restraint and patience, and give donors adequate time to make giving decisions, which may require a blend of follow-up calls, emails, and face-to-face meetings. If you are patient with your donors, they will be gracious to you.
Tactic: Patience and grace.
Ask
[You] “Kip, would you be willing to make a $10,000 gift to support the expansion of our women’s shelter?”
[Donor] “Let me begin by telling you that our family would enjoy making a gift to support the new expansion. A $10,000 gift is a reasonable ask and I think the family would approve it, but I need to run it by our board of trustees next month.”
Acknowledge, Option, Close, Next Steps
[You] “No problem. I understand. Would you like me to write up a one-page appeal letter outlining the details of the gift?”
[Donor] “That would be great. Thank you.”
[You] “I’ll email it to you tomorrow. I’ll also make a note in my calendar to contact you in mid-October to follow up. We can set up a call or another meeting at that time to discuss the gift. Will this work for you?”
[Donor] “Yes. Perfect.”
“If you are patient with donors, they will be gracious to you.”
Objections: uncommon types
Just when you think you’ve heard every type of objection, a donor tosses out an objection you’ve never heard before. When that happens, and it will, here’s how to keep your cool, respond with charm, and turn “No thanks” into “Okay, that sounds good.”
It’s important to remember that if you do a good job of cultivating and stewarding your donors, the chances of them saying “Yes” to your ask can be greater than 70 percent, and in some cases greater than 90 percent. This is why when a well-nurtured donor does balk, getting a commitment is usually just a matter of working out a few details.
No matter what type of odd and unusual objections come your way, remember this: Unless you get a flat out “No, I don’t want to make a gift of any type” response to an ask, there is always hope you can find a solution that leads to a “Yes.” Your job is to inject creativity and grit into the process of finding a solution, and if you run out of ideas, offer up a “Donor’s Choice” option. You can’t go wrong with that.
Objection type: the donor gives to other nonprofits
Sometimes donors have money to give, but they are apprehensive about giving it to you. They may not know much about your nonprofit. They may already be giving to another nonprofit with a similar mission, or they may not trust your nonprofit.
The tactic here is an ongoing process of education and familiarity. Develop ways to inform donors about what you do, why you do it, and how your nonprofit is more effective than the ones across town. Get donors involved in some small way so they can see firsthand the difference you’re making and why you’re a worthy social investment. Ask for a very modest first-time gift, or a non-monetary gift.
People say: “I’m already giving to an organization like yours.”
Your response: “That’s great. There are many nonprofits helping the hungry. What I’d like to do is ask you for a modest gift now and then show you throughout the year why we’re a high-performance nonprofit making unprecedented changes in the lives of impoverished youth.”
People say: “I give to too many organizations right now.”
Your response: “I understand this must feel overwhelming. There are many high-quality organizations in the area. Let me just say, we have many donors like you who make gifts to multiple nonprofits. Here’s what I’d like to propose… I would like to ask for a modest gift of $500. Then over the next year, I want to show you why so many of our donors who support multiple charities make us their top choice. Let me explain a few of the differences that make us stand out.”
Objection type: use of funds
Donors can be very picky about where their money is going. Some refuse to have any of their money support administrative expenses. Others only want to support their pet programs and projects. Suggestions to the contrary are met with apprehension and discontent.
When fundraisers run into situations like these, they try to make a case of why it’s important for donors to support the entire organization or the project in question. However, if they encounter strong resistance, fundraisers acquiesce to the donor’s desire because they know it’s better for a donor to be joyful and support areas of a nonprofit that interest them rather than have them give to something they are not excited to support.
People say: “I don’t want to give to the afterschool lunch program; I want to support the soup kitchen.”
Your response: “We use the soup kitchen to feed the kids that attend the afterschool program, so by supporting the soup kitchen, you are supporting the afterschool program. Let me give you some other examples that show the connection between the programs.”
People say: “I don’t want any of my money to go to administrative expenses.”
Your response: “I can understand your concern. A number of nonprofits around town have exceptionally high administrative costs. Only 10 percent of our funding goes to administrative costs. This is far below the national average of 40 percent. Plus, without therapists on staff, we wouldn’t have any programs. Let me walk you through our administrative expenses so you can see how we spend our money.”
People say: “I’m sorry, I don’t want to make a second gift this year to the capital campaign because I only want to support the new ballet program, and I only want to make one gift a year.”
Your response: “I can understand. However, the building is very old and if we don’t make the required improvements, the city will force us to close. That means no ballet! We’re grateful for your current gift of $1,000. Would you consider matching that gift to support the building repairs?”
Objection: the economy
Personal finances affect personal giving. So when the economy dips and a donor’s wealth shrinks, their charitable giving usually shrinks as well. A major downturn in the economy can be a valid reason for not making a donation, but some donors use it as a scapegoat. “I would like to give, but this economy is making it so I can’t.”
When faced with an objection centered on the economy, fundraisers focus on the needs of their nonprofits and their beneficiaries, not the economy, and offer gift options that allow a donor to spread out their donation over time.
People say: “It’s a tough economy; I think I’ll wait and see once things turn around.”
Your response: “It is tough out there!” In fact, demand for our homeless services goes up when the economy tanks. In the last 100 days, it’s doubled. How about this: What if I spread out your $1,000 donation over the next year by breaking it up into 12 monthly gifts of $83. Plus, I’ll set it up so you don’t have to make your first gift for 60 days.”
People say: “I can’t make a donation at this time. The economy is in a slump and so are my finances. I’m just not in a good position to make a $1,000 gift.”
Your response: “Believe me, I understand. The economy has pinched everyone’s pocketbook. However, your participation will help those who are standing in soup lines to get the food they need and job placement assistance so they can find work and become self-sufficient—even in this economy! With this in mind, would you be willing to renew your annual $1,000 gift if it were broken down into three gifts, the first of which wouldn’t be due for four months?”
Objection type: I’m unemployed
No matter what the reason, when people lose their jobs, regardless of how much they were making, they can feel financially “poor.” This can cause people to restrict giving in an effort to retain their money.
Fundraisers know the best strategy to use here is to acknowledge someone’s plight and then ask if they’re willing to continue giving at a lower rate. If not, wish them luck finding a new job and then tell them you’ll call back in six months. Make note of their job situation in their profile.
When you call back, be prepared to hear that their job status has not changed. If this is the case, do not ask for a gift; share some lighthearted stories about the good work your nonprofit is doing and then tell them you’ll follow up in six months. However, if they have found employment, move tactfully forward with a modest ask.
People say: “Sorry, I’d like to give, but I can’t—I recently lost my job.”
Your response: “I’m very sorry to hear that. We’re not going anywhere. I’ll tell you what; I’ll call back in six months. Meanwhile, focus on yourself and your family and I hope you find an even better job than the one you had. Sound good?”
People say: “We’re in the middle of corporate restructuring. We had to layoff 20 staff and we’re cutting back on all expenses, including charitable giving. I don’t think we’ll be making any charitable gifts for at least a year.”
Your response: “Wow, I’m so sorry to hear that. I’m sure it’s a tough time for everyone at Crafty Software. You’ve been loyal supporters and we don’t want to lose you. Let me talk with my team; I’m sure we can grant you some grace so you can retain your sponsorship status with us while things settle. Showing the community your continued support of seniors will be good for your public image. As for renewing your sponsorship, well, we can talk about that later this year, okay?”
Objection type: damaged goods
Nonprofits of all sizes make mistakes and bad decisions. A serious blunder can negatively impact the image of a nonprofit and cause donors to reduce or stop their support.
A major donor should never learn a piece of earth-shaking news from a source other than from you. Therefore, if your chief executive gets fired, your bookkeeper embezzles funds, a board member violates a conflict of interest policy, or a child gets hurt due to a negligent act, you’ll need to do damage control to retain donors and keep your brand shiny.
When a major tragedy strikes, the kind that’s sure to leak to the public, like embezzlement, it’s important to quickly and transparently address the issue and discuss how you plan to deal with the problem. Call your major donors. Send letters and emails to your other donors. Also, get the media involved so they can inform the community.
You must take decisive action and aggressively define your position. Otherwise, gossip will define it for you—and that’s never good.
For smaller tragedies, like when a staff member speaks rudely to a donor, or you’ve done a terrible job stewarding a donor, take quick action to make amends with the donor. Meet with them in person if possible. Allow them to vent their frustrations. Listen without judgment. Be patient. Don’t defend. Find ways to help them feel that their issue has been resolved so they can move past it and remain a loyal supporter. It’s all about providing exceptional customer service, so do it exceptionally well.
People say: “I’m sorry, but I’m not donating this year. I donated last year and had the worst donor relations experience ever. No one thanked me for my gift, my gala invitation went to my ex-husband, and the development officer only calls me once a year—when he needs money.”
Your response: “I’m so sorry; that’s very disrespectful and unprofessional. If I were you, I’d be just as upset, if not more so. You’re a loyal and major supporter, and I feel awful you had such a terrible donor experience. I will be sure to talk with the staff about this immediately. As the chief executive, I will gladly be your primary contact going forward and I promise you’ll have a first-class donor experience in the coming year…”
People say: “I’ve heard you have some serious board drama going on over there… yelling, disengagement, and people resigning. I don’t want to support a nonprofit whose board is so dysfunctional.”
Your response: “Yes, we had some board drama. But that’s all behind us. The slate has been wiped clean. We have a new board chair and we replaced seven out of nine board members. The new board is deeply engaged and it is committed to taking the organization to new heights. We have a donor meet-and-greet next week and I would like you to attend so you can meet board members and see for yourself just how authentically passionate they are…”
People say: “I don’t like my contact person.”
Your response: “I’m sorry to hear that. You’ve been a longtime supporter and faithful volunteer of the soup kitchen, and we want you to be happy and continue your support. It’s important to have a contact person you like and trust. Knowing how much you like sailing, I think Peter Stam would be the perfect board member to work with you. In fact, I think his wife plays tennis in the same league as your wife. I’ll set up a meet-and-greet between you and Peter and you can let me know how it goes. Sound good?”
People say: “I heard about the embezzlement scandal. How can I trust you now?”
Your response: “Yes, our bookkeeper embezzled money. It’s very embarrassing. In response to the situation, our board members are giving $10,000 of their own money to reimburse the organization to cover the $8,000 that was taken. Also, we have a new bookkeeper in place and we’ve instituted new accounting procedures that were created by the city’s largest accounting firm.”
Another response: “What happened was terrible, but our programs were unaffected and we’re helping more children with autism than ever before. The situation was a blip in what we consider a stellar track record of great management and wise use of funds. I’m asking you to consider continuing your support for the 1,000 things we’ve done right, the hundreds of children your contributions have helped, and the enjoyment you get out of volunteering, instead of rejecting us for the one thing we did wrong.”
“Donors are busy. If they feel you are wasting their time, you will get less of their time and money.”
Summary
Donor objections are inevitable, but they don’t have to be deal breakers. Whether the issue is gift size, timing, competing commitments, or unusual concerns, fundraisers can turn “No” into “Yes” with the right mix of empathy, creativity, and persistence.
The tactics outlined here—spreading out gifts, reducing amounts, upselling, finding middle ground, and patiently managing stalls—equip you to navigate both common and uncommon objections with confidence.
At the heart of it all is cultivation and stewardship: when donors trust you and feel valued and appreciated, objections become opportunities to deepen the relationship rather than roadblocks to giving, and lead to long-term loyalty and meaningful gifts.
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