I admit it. As a fundraising professional, I am probably a mix of Pollyanna and Sherlock Holmes. My inner Pollyanna made me believe we could achieve even the most audacious of fundraising goals while my inner Sherlock Holmes propelled me into action for the desired results. I think all in fundraising leadership need to blend these two characters to be successful.
Once again my Pollyanna and Sherlock personas emerge after reading the recent article in the Chronicle of Philanthropy, Half of Fundraisers in the Top Job Would Like to Quit and the report from which the article is based: Under Developed: A National Study of Challenges Facing Nonprofit Fundraising.
We’ve all heard it time and time again that fundraising is a revolving door: it’s hard to find good people and that fundraising goals and expectations are nearly impossible to achieve. This is not news to many of us; but it should be a wake up call and one that drives us to immediate action.
The study’s authors suggest ten actions to address this issue including setting realistic goals for development; sharing accountability for fundraising results, and elevating the perception of fundraising as a worthwhile and rewarding career.
I offer some additional actions specific to fundraisers as they approach a new work situation.
- Be sincerely passionate about your organization’s mission. The test I use is if the organization and cause doesn’t personally inspire me to give then it’s not the place for me to give of my time and talent. Being internally committed to your cause can help you get through those tough days when the nights are long and the to do list is even longer.
- Get a feel for the organization beyond the interview visit. When I looked for a new home, I visited the neighborhood day and night and also the weekends to get a feel for the area and to see the people. It’s the same when looking for a new workplace. Take the time to walk around before and after the interview, visit their website and social media pages; learn what their clients and donors are saying about the organization.
- Ask the tough questions. Inquire about your predecessor and the history of the fund development program. Ask for examples of how leadership and the board is involved in fundraising. Ask about resources and support for the fund development program, and before making your decision spend some time with your potential boss both inside and outside of the office.
Even the PollyAnna in me knows that this shift won’t happen overnight and my inner Sherlock Holmes is committed to help in the national effort to figure this out.
By Yolanda Rahman, CFRE