Strategic Giving Quotes

Giving should be entered into in just the same way as investing. Giving is investing.

Injuries should all be done together in order that men may taste their bitterness but a short time and be little disturbed. Benefits ought to be conferred a little at a time, that their flavor may be tasted better.

Most people yearn to contribute, make the world a better place and have success.... all at the same time... Make sure to give your business a background, a mission and a story. That might be the most important step part of any venture. And remember, giving may be the best investment you ever make.

I make a personal commitment to the direction and success of all the programs in which I invest. I make all major philanthropic decisions myself after taking account of a range of expert opinion.

The major challenge facing most foundations is that they are risk averse. This inhibits their ability to experiment and commit to the experimentation and innovation process.

The most generous part of your philanthropy could be the time you put in to procure the same results and same outcomes and same returns you demand in business.

The quarterback is in charge of the chuck wagon. He's handing it out here and there, but he can't just throw it out there indiscriminately or the wolves will get him.

There are three lessons in philanthropy - one, involve the family, especially the spouse. She can be a remarkable driver of your initiative. Two, you need to build an institution, and you need to scale it up. Choose a leader for philanthropy whom you trust. Three, philanthropy needs patience, tenacity and time.

Charity is very difficult to do right. Thinking through what people need: You can't start a charity without that. It's like starting a business without the product.

Entrepreneurial Philanthropy is not just a philosophy or a dream. It is a promise that philanthropy is at its best when it is founded on entrepreneurial zest and agility.

Much as I would like to give out as much as I can, I do recognize that my resources are not unlimited, and therefore, it is imperative that we are able to determine the sustainability and effectiveness of the causes we support. In so doing, we can ensure that our resources are put to the best use.

Billions are wasted on ineffective philanthropy. Philanthropy is decades behind business in applying rigorous thinking to the use of money.

You never want to give a man a present when he's feeling good. You want to do it when he's down.

Put your good where it will do the most!

..the best strategy for giving is a two-fold approach: a basic plan combined with a willingness to consider spontaneous giving when unique opportunities arise.

Put your good where it does the most.

Online, you can become much more than a reactive donor - you can become a proactive, strategic, collaborative philanthropist, improving your giving every day by tapping into the wealth of philanthropic resources available at the tap of a keyboard or the click of a mouse.

The largest expense in our philanthropy is capital expenditure because we are building these institutions. This institution-building idea stems from my father because he has the experience of building a company from scratch.

What seems to be generosity is often no more than disguised ambition, which overlooks a small interest in order to secure a great one.

Christians are God's delivery people, through whom he does his giving to a needy world. We are conduits of God's grace to others. Our eternal investment portfolio should be full of the most strategic kingdom-building projects to which we can disburse God's funds.

If you have more money than you need, you have to give it away. It's a duty. I get to choose whom to sponsor, and I like to give to the areas that I know something about.

There is a natural link between the effective running of my businesses and the effective direction of philanthropic funds. I apply business principles to my philanthropic work so that maximum value is given to the causes I support.

This is exactly what i wanted, as commitments had never really been my thing. And it wasn't like it was hard, either. The only trick was never giving more than you were willing to lose.

When I started teaching at Stanford Graduate School of Business in 2000, no field-based courses in strategic philanthropy existed.

Philanthropic dollars are precious resources, so it's our responsibility to consider how we use them carefully. Yet few of us spend enough time doing so.