Bernard Ross explains how to get inside the mind of the donor using multiple intelligence theory
The principle of multiple intelligences, developed by Harvard-based psychologist Howard Gardner, is simple. We all have different approaches to processing information, each of which is referred to as an intelligence. Gardner identified seven intelligences – by no means an exhaustive list – each of which has different attributes:
- Mathematical-logical;
- Musical;
- Linguistic;
- Visual-spatial;
- Physical-kinaesthetic;
- Interpersonal; and
- Intrapersonal;
It's helpful to think of these as the brain's software. Like a computer program, each intelligence performs a different task. Some challenges can be solved using a specific intelligence, while others require a combination.
An easy way to apply this theory is to identify the best way to communicate with a specific donor, who relies strongly on a single intelligence. This requires an understanding of the associated attributes and how to appeal to them.
1. Physical-kinaesthetic intelligence
This is an ability to process experiences through bodily sensations and to coordinate the body and its movements well. People who rely on this intelligence tend to fidget and hate to sit still for too long. They probably have good hand-eye coordination and communicate a lot using touch – learning and solving problems by doing.
To take advantage of this intelligence, perhapstake donors on a site visit to a current project. For example, let them try carrying water from a well to understand how difficult it is for people in developing countries to secure clean water.
2. Logical-mathematical intelligence
This is using rational thought to arrive at logical conclusions. As children, possessors may have found pleasure in pattern-type games or asked a lot of ‘why?’ questions. They prefer to learn in a structured and organised way. People with a strong financial background often rely on this intelligence.
Such individuals prefer propositions to be presented logically and rationally – for example, ‘think of this as an investment in the future of the planet’. It’s also a useful intelligence for foundation grant proposals or European Union and government applications.
3. Spatial-visual intelligence
This is anunderstanding of space and of how things will look or appear. Individuals who rely on this intelligence may need items to be ‘just so’ and are able to arrange information and objects into neat, appropriate patterns.
Fundraising needs to engage people who process ideas visually. For example, they may ask for plans or models. They prefer photographs, drawings or images to written text.
4. Linguistic intelligence
Individuals possess a talent with words and learn languages easily and fluently. They respond well to conversation and reading, enjoy playing word games and are able to recall and quote phrases from poems or stories.
These people may like to read case studies about your work or talk through ideas with an expert. They will often take notes and interpret your message in their own words, then feed it back to you.
5. Creative-musical intelligence
This is not purely an ability to make or to appreciate music. It’s an understanding of intricate rhythms and different styles. Non-profit managers may not rely on this skill so much at work but will use music to help them concentrate.
Creative people may be strongly affected by sound or rhythm – for example, catchy or alliterative slogans. Music can also provoke a strong emotional response, so playing the right tunes at an event can make a big difference.
6. Interpersonal intelligence
These individuals empathise with others and build rapport easily. They have a gift for sensing how people are feeling and may learn more effectively in group situations.
Relationships are key, so these people must feel that they can trust you. They want to be part of something bigger. Invite them to cultivation events and into membership opportunities. Work hard to build rapport with them.
7. Intrapersonal intelligence
This is an ability to be at peace with oneself, with a calm and balanced approach to life, or to consider bigger issues in more reflective ways. In a non-profit setting, people strong in this intelligence may want to work from a values or beliefs basis.
Fundraisers need to and appeal to those specific, internally-driven values. Efforts could be based on faith or social values involving rights and principles. Vision and mission alignment are key here.
You can also work with your colleagues’ intelligences in the workplace. Flowers stimulate physical-kinaesthetic. Replacing your written mission with a tune engages creative-musical. Displaying inspiring quotes motivates linguistic and intrapersonal.By switching on to these intelligences you can energise your organisation and, in turn, your fundraising strategy.
Bernard Ross is a director at the management centre
This article first appeared in The Fundraiser, Issue 1, January 2011
