Probably the biggest challenge for groups considering the use of our model is that it is abundance-based. It presumes that there are donors in every community who could be giving more than they give now. In other words, it is not based on having donors stop giving to one organization and then giving the same amount to the next group. It presumes that it is possible to increase total dollars given in a community.

This philosophy runs directly counter to the old, scarcity-based fundraising reality in which the pool of funds to be given was finite and much too small. Is it any wonder that groups operating inside that paradigm continue to struggle for funds and community support, or even fail, often blind to the outpouring of generosity that is all around them?

"But really," they tell us, "Our grant funding didn't get renewed and our state funding has been cut." For these groups, scarcity of funds is a reality. In a desperate search for a quick fix, they come upon our model. Initially, it looks like a good bail-out strategy. Although they must cover their basic survival needs first, at a deeper level they know that an abundance-based approach is something they need.

Frankly, I believe this is one reason the Benevon Model has been adopted by so many organizations. They begin to use it while in the midst of scarcity—a fear of greatly reduced resources or possible extinction. Almost in spite of their fear, they follow the steps of the model, and they begin to tell their story powerfully to new people and former supporters alike, even reconnecting themselves to the power of their own work. By the time these organizations have followed up with, cultivated, and involved their Point of Entry^® guests in whatever ways they want to become involved, these new, well-cultivated supporters are ready to be asked for financial contributions.

These organizations now plan to put on their first Ask Event^™. Using a familiar medium—a "special" event—they find that rather than merely entertaining people, or feeling they must give them something in return for the ticket price (thereby reinforcing the scarcity), they are connecting people to their mission—the facts and testimonial stories about lives changed. They are tapping into the natural generosity of each individual at the event, whether that person ever makes a financial contribution or not. They are honoring the real work and mission of the organization merely by speaking openly and honestly about that work, and then letting the audience choose whether to become involved.

That freedom to give or not to give—while it sounds terribly frightening to seasoned event planners—is at the very core of abundance-based, permission-based giving. Without giving people the opportunity to say "no," and to be truly "blessed and released" from any future expectation or obligation, your work will be rooted in the manipulation and subtle pressure which ultimately stem from fear and scarcity.

Giving people the freedom to choose whether they want to give ensures that those who do give are giving in the spirit of abundance, rather than scarcity. Whatever the size of their gift, it is a gift they are delighted to give.

For example, have you ever had a rough time in your life or even just a bad day? You are grumpy about life. Then an opportunity presents itself for you to be generous—to help a stranger, to comfort a friend or a child, or to share your gifts for just a moment with another person. In that one moment, you are returned to your abundant and generous self and are grateful to be back in that happy place.

Imagine that, even in the midst of your organization's current financial concerns, you could offer people the opportunity to connect with that place of generosity that they all welcome. And, in so doing, you could return yourself and your organization to that place of abundance as well.

I recommend you think of our model as a transformational bridge from the old, scarcity-based reality into the new world of abundant giving. Consider what a gift that would be to your board, your staff, your volunteers, and your donors. This type of generous giving regenerates itself in an upward spiral. Happy donors introduce others—naturally—to that which they feel good about. Rather than squeezing the life out of loyal donors by badgering and pressuring them, consider the possibility that your grateful donors might feel so good about giving that they would want to introduce others who, over time, choose to become contributors as well.

For a moment, step out of the natural, "default" state of scarcity to consider the gift that your organization could be providing to a donor—a meaningful and satisfying outlet for their natural desire to contribute.