The Fundraising Talent Podcast
Business:Non-Profit
It’s always helpful to test some of my beliefs and assumptions with my podcast guests. I was grateful that Judi North and I were able to compare notes on how CEO’s and consultants can get in the way of their talented fundraising staff. Judi has enjoyed experiences where both her boss and consultant provided support and encouragement without creating interference in the process that she was accountable for.
I’m of the opinion that as the profession continues to mature, so must the roles of those who rely on fundraisers to be at their best. Rather than getting in the way, the CEO and consultant should always be looking for opportunities to elevate the expertise and experience of the fundraiser. For example, CEO’s are wise to share leadership with their chief fundraiser and learn how to relinquish control of fundraising decisions. Similarly, many of the tactical responsibilities that consultants have historically provided are increasingly within the scope of what a highly trained and permanent employee can be expected to deliver on.
Rather than resist change, CEO’s and consultants should experiment with new postures to ensure everyone is contributing in meaningful and effective ways. This evolution of roles is understandably messy, however it is essential for advancing our causes.
If you’d like to be a guest on The Fundraising Talent Podcast, email jason@lewisfundraising.com
If you’d like to download a FREE copy of the Four Fundraising Frameworks, go to lewisfundraising.com/toolbox
How does a fundraiser find more meaningful work?
What expectations should fundraising have of the board?
Does attending to the office do fundraising more harm than good?
What are the 3 types of donors that every fundraiser should understand?
Are you a reluctant fundraiser?
Can fundraisers create an equation that increases giving?
Should fundraisers learn how to “dwell”with their donors?
What holds fundraising back on larger, unrestricted gifts?
What does your boss have to say about fundraising’s competing ideologies?
Did the pandemic permanently change some of our fundraising pratices?
Will special event fundraising ever measure up to our expectations?
What can fundraising learn from bad market research?
What will your fundraiser say when the headhunter calls next week?
Will the current system deliver on fundraising’s higher aspirations?
Are we using the wrong approach for retaining fundraising talent?
Perhaps a field approach to fundraising expertise is a bit overdue?
Despite their set-backs, why do fundraisers recover so quickly?
What if fundraisers took a chance on convening genuine conversations?
Does fundraising need to get better at how we receive the gift?
Can we really expect fundraisers to succeed without social capital?
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