Since leading a nonprofit involves many moving targets, a Spice Girls song may help you remember to build up the people around you.
Marc Pitman
It's essential for leaders to give themselves the same kindness and understanding they give their team members.
There may be an easy and powerful key to uniting your team's expectations with your organization’s need to get work done: curiosity.
Here are three steps to ensure you’re setting realistic quarterly fundraising goals for the rest of 2023.
Leadership gets easier as you plan for the critical conversations you have daily. Having some phrases and questions ready will help you and your team move forward.
Find it hard to work with some of the staff you hired during the pandemic? Here are ideas to help these members adjust post-pandemic.
Development opportunities for employees can be done with a few, easy-to-implement strategies and on a shoestring budget.
Many nonprofit leaders tend to think of leading as something they do to others. Of course, it is necessary to lead the people you have been promoted to oversee. But, in reality, leaders need to lead in three areas, not just one.
The overwhelm can seem close to immobilizing. Leaders always need to make decisions. But this year, the amount of decision-making required to lead feels crushing. So much so that many nonprofit leaders are delaying big decisions.
So many nonprofit leaders get into this sector because they are good at filling needs. They get so good at doing that they draw other people into their orbit. Because they’ve been good at doing, they just keep “doing” and think this is what nonprofit work is about...
It can be awful doing the work, even having actual meetings with major donors, and still not have the fundraising results you expect. Here are three tweaks I find help my coaching clients get back on track to reaching their fundraising goals.
Wouldn’t it be great to have some objective way to mechanically ask new people for a gift? We could just “know” that we’re asking the right amount.
Executive directors and CEOs have an incredibly challenging job. In my ongoing research with nonprofit executives, they often tell me that boards hire the nonprofit leader to be a fundraiser, but they don’t allow the leader to staff the nonprofit in a way that frees her up to fundraise. As a result, many nonprofit executives find that constantly “putting out fires” crowds out strategic activities like donor involvement.
Time spent chasing promises to give online is better spent thanking actual donors.
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In our new Question Marc column, a frustrated fundraiser asks, "Why didn't people respond to my year-end fundraising letter?"
