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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Improve your nonprofit's efficiency and long-term success by building aligned partnerships
In What the Fundraising: Embracing and Enabling the People Behind the Purpose, executive coach and fundraising consultant Mallory Erickson delivers a practical and insightful discussion of fundraising challenges and best practices that can revolutionize your nonprofit. In the book, you'll find hands-on frameworks that draw on the latest research in executive coaching, behavioral science, and fundraising strategy to embolden your organization and make it more effective in your community.
The book tackles the underlying issues that dominate many nonprofits' fundraising issues, including “shiny object syndrome,” perfectionism, discomfort, and burnout. You'll also find:
- Strategies for building powerful partnerships and making a meaningful impact in the sector
- Ways to spark substantial change in the fundraising landscape to channel additional money toward critical global issues
- Fresh, new insights and innovations for frontline fundraisers
Perfect for nonprofit managers, directors, and fundraisers, What the Fundraising is an essential and timely exploration of cutting-edge fundraising tools and strategies with the potential to multiply your nonprofit's impact.
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Seitenzahl: 331
Veröffentlichungsjahr: 2024
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Table of Contents
Cover
Table of Contents
Title Page
Copyright
Dedication
Introduction
Making the Ask
What the Fundraising
Who You Are and Why We’re Here
The First Step Forward
Inside
What the Fundraising
PART I: The Problem
1 A Critical Tipping Point
Giving in the Gilded Age
Taxes and Nonprofits
Systemic Inequities: Then and Now
The Decline in Giving
The Staffing Crisis
They Aren’t Separate Problems
2 Show Me the Money (But Don’t Talk About It)
Unpacking Scarcity Mindset
The Impact of Scarcity Mindset on Funder Relationships
Moving Beyond Transactional Fundraising
3 This Job Feels Awful
From Discomfort to Burnout
Elements of Fundraising That Lead to Burnout
Stigma About Fundraising
The Body’s Response to Transactional Fundraising
PART II: The Solution
4 Creating Inner Alignment
What Is Alignment?
Coaching to Overcome Fundraising Resistance
The Cognitive Loop
Energy in Action
The 7 Levels of Energy
Increasing Your Anabolic Energy
5 Alignment Fundraising Strategy
The Layers of Alignment Fundraising
Alignment Fundraising in Practice
Mapping Alignment
Not All Money Is Created Equal
6 Building Connected Relationships
Trust in Nonprofits
Building Real Relationships
Connection in Practice
Making the Offer
You Won’t Be for Everyone
When It All Aligns
Conclusion
Acknowledgments
References
About the Author
Index
End User License Agreement
List of Tables
Chapter 3
Table 3.1 From Discomfort to Burnout
Chapter 5
Table 5.1 Asset Mapping Example
List of Illustrations
Introduction
Figure I.1 Donor behavior is a response.
Chapter 4
Figure 4.1 The cognitive loop.
Figure 4.2 Interpretation of each of Schneider’s 7 Levels of Energy....
Guide
Cover
Table of Contents
Title Page
Copyright
Dedication
Introduction
Begin Reading
Conclusion
Acknowledgments
References
About the Author
Index
End User License Agreement
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“Mallory Erickson wants us all to succeed. She has taken on that mission with an approach that is both vulnerably personal and pragmatically empirical. She leads by example, sharing her own emotional struggles and uncovering sometimes‐uncomfortable truths in a profession that can be uniquely challenging.
In this book, Erickson dismantles common fundraising myths and misconceptions that so often lead to counter‐productive practices. Recognizing that fundraiser behavior is the primary influencer of donor action or inaction, she provides science‐backed, practical advice that leads to better outcomes.
What the Fundraising is a clear guide for an industry in dire need of new approaches. It is a thoughtful and caring manual that moves fundraisers from struggling to thriving. This book is for every fundraiser who feels isolated and uncertain and for every nonprofit leader looking for a direct way to be accountable for their own success.”
—Woodrow RosenbaumChief Data Officer of GivingTuesday
“Mallory Erickson’s What the Fundraising sheds crucial light on the often overlooked causes of burnout in the nonprofit sector. By illuminating the brain‐body connection, she empowers fundraisers to understand and address the underlying stressors. This book is a groundbreaking resource for sustainable success in social justice and beyond.”
—Dr. Linnea PassalerAuthor of Heal Your Nervous System
“Erickson has penned an essential read for anyone seeking to make a significant contribution to the nonprofit sector. What the Fundraising combines strategic insights with heartfelt advice, providing a roadmap for fundraisers to navigate their sacred roles with confidence and an alignment‐first approach that is incredibly effective, ultimately reshaping the way we think about and approach fundraising.”
—Natalie RekstadFounder & CEO of Black Fox Global
“We live in a world where scarcity mindset is lived and celebrated in different forms. A constant lingering sense of fear and competition feels like the starting point for almost every task. Our sector (nonprofit) is no different when it comes to fundraising. The scarcity mindset – that we lose if someone else wins or, if I center myself, my energy, I will be left behind in our arbitrary timelines – that affects how we show up in this work (and our success measures). All of it affects our behaviors, expectations, and intentions to the point that it convinces us to clutch tightly to what we have, fearing loss more than we crave meaningful, collaborative growth.
I am so grateful Mallory’s book exists in this world now – enabling every reader to work on that relentless fear. This book allows us to see possibilities and approach trust‐building in a completely different way. I appreciate the thoughtfulness and thoroughness in every chapter – that repeats the very important message – that abundance mindset is a practice of joy and purpose. The blended life coach and data scientist in me can’t wait to pick up this book a few times a year.”
—Meena DasCEO of Namaste Data
“What the Fundraising shows the power of shifting mindsets and applying new frameworks to daily life. Mallory’s application of the concepts in Energy Leadership to the fundraising field empowers fundraisers to reach new heights. Her compassion, tenacity, and belief in her colleagues’ potential have created a masterful playbook, destined to be a go‐to resource for years to come.”
—Bruce SchneiderAuthor of Energy Leadership and Founder of the Institute for Professional Excellence in Coaching (iPEC)
“In What the Fundraising, Mallory Erickson leads the charge on the future of fundraising with unparalleled insight and empathy. As someone deeply entrenched in the nonprofit sector, I can attest to the chronic challenges fundraisers face daily—stress, burnout, and a relentless chase for donations. Erickson’s groundbreaking work shifts the paradigm from a transactional, dollar‐driven approach to one of alignment, empathy, and sustainable impact.
Fundraisers are exhausted because we’ve been conditioned to focus solely on donations rather than co‐building an aligned DREAM with our donors. Mallory’s book eloquently transforms this mindset, offering a revolutionary approach that fosters genuine connections and shared goals.
This book is not just a guide; it’s a manifesto for lasting change. By addressing the root causes of stress and burnout in the sector, Erickson paves the way for a healthier, more vibrant nonprofit community.
What the Fundraising is an essential resource for any nonprofit professional, especially those on the front lines of fundraising. This book challenges fundraisers to improve their well‐being, effectiveness, and results by adopting a comprehensive, people‐focused approach. Mallory Erickson’s innovative insights pave the way for a more promising and impactful future in fundraising, turning it from a stressful endeavor into a powerful force for enduring, significant change. It is essential reading for anyone committed to driving meaningful progress in the world.”
—Floyd JonesFounder of BackBlack
“Mallory breaks down what can be seen as an incredibly scary and overwhelming process of fundraising into very practical and embodied steps that help your body and nervous system feel safe to raise money in an aligned and authentic way. What a gift this book is for fundraisers.”
—Ruthie LindseyAuthor of There I Am
“What the Fundraising by Mallory Erickson is a hilarious and brutally honest guide to the sometimes chaotic world of nonprofit fundraising. Erickson doesn’t just pull back the curtain; she rips it off the rod and sets it on fire. This book is a must‐read for anyone who’s ever felt like raising money is like juggling flaming torches while riding a unicycle on a tightrope—blindfolded.
As a Black woman with 25+ years experience as a development professional and trusted philanthropic advisor, I can confidently say I wish I had this book when I was at my lowest. Erickson’s insights are a lifeline for those navigating the nonprofit sector’s labyrinth of underfunding, lack of trust, and unrealistic expectations. She tackles the unique challenges I faced with a blend of empathy and wit, making it clear that fundraising is less about the money and more about surviving the circus.
If you’ve ever wondered why your brilliant ideas are met with skepticism or why your funding proposals seem to vanish into a black hole, What the Fundraising will resonate deeply. Erickson’s blend of personal anecdotes, research‐backed themes and strategic advice is both empowering and laugh‐out‐loud funny. She captures the essence of what it means to be a fundraiser in this field today: resilient, resourceful, and ready to turn every obstacle into an opportunity for growth.
In short, What the Fundraising is the ultimate survival guide for anyone brave enough to tackle the nonprofit sector. It’s not just a book; it’s a revolution wrapped in humor and hard truths. Get ready to laugh, cry, and most importantly, thrive.”
—Kishshana PalmerAuthor of Busy Is a Four Letter Word: A Guide to Achieving More by Doing Less
“ Don’t let the word “fundraising” mislead you. This book is for anyone who creates, holds, and manages relationships – meaning everyone. For impact leaders and changemakers who are looking to navigate the world in a new way, this book is a guide to follow. According to the National Science Foundation, 80% of our thoughts are negative and 95% of our thoughts are repetitive. Mallory’s ability to address and dismantle the common negative self‐talk in order to thrive and hold healthy relationships is refreshing and inviting. Her vulnerable and practical approach to business and the nonprofit sector is a robust and sustainable new model that we all need to adopt and integrate into our daily lives; instead of remaining worn‐out, unmotivated and stressed.
Mallory’s unique Powers Partners Formula™ teaches fundraisers how to raise more from the right funders by combining the best science‐backed practices in fundraising strategy, executive coaching, habit and behavior design, and design thinking. In addition, this book shares executive coaching tools and insightful research provided by psychologists and scientists – combined, these elements form a comprehensive foundation to proactively address and resolve many challenges that funders and relationships managers encounter.
What the Fundraising is an essential resource for professionals, especially those in fundraising roles, who want to feel better, do better, and raise more, finally overcoming the challenges they face in their drive to catalyze lasting change in the world. A book to add to your quiver if you want to thrive in today’s world!”
—Whitney ClapperCommunity Relations and Impact Lead at Patagonia
WHAT THE FUNDRAISING
Embracing and Enabling the People Behind the Purpose
MALLORY ERICKSON
Copyright © 2025 by John Wiley & Sons, Inc. All rights, including for text and data mining, AI training, and similar technologies, are reserved.
Published by John Wiley & Sons, Inc., Hoboken, New Jersey.
Published simultaneously in Canada.
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Cover Design: WileyCover Image: © tortoon/Getty ImagesAuthor Photo: © Jin Han
For Emmie and Ila: May you grow up in a world surrounded by generosity and a thriving nonprofit sector.
For fundraisers: May you always know how sacred and important your work is.
Never forget your worth, and remember to prioritize your well‐being—you matter.
Introduction
Like so many fundraisers, I became one accidentally.
A few years out of college, I applied for jobs in the nonprofit sector and got hired for a position to run a community garden. Though I didn’t know anything about plants, I was eager to get my hands dirty, so to speak. Soon after starting in a program director role, I found myself doing almost anything the organization needed, including hiring, event planning, curriculum design, and student trip management. Wearing multiple hats is not an uncommon experience for people working in the nonprofit sector.
As the years went by, promotions followed. I zigzagged through my organization’s hierarchy, and even though I was responsible for developing programs and had little to do with fundraising, I was catapulted upward to managing director of the entire organization. With that title came a silent but pressing responsibility—raising money. Lots of money. Money I didn’t know how to ask for.
As the first person in the organization to step into this role, there was no onboarding process, little guidance on how to perform the daily tasks required, and definitely no advice on managing the intense emotions from being ghosted or rejected when asking for thousands of dollars. And forget about any tips for how to ask for that amount of money in the first place. My boss sent me out with a few home‐printed brochures, a mission statement, and a vague directive to raise money by just “building relationships.”
Here’s the truth: I didn’t have the slightest clue about how to become a successful fundraiser. It wasn’t like I was an accountant who trained to be an accountant. I was a political science and sociology major with a master’s in education and a garden job that I was learning on the fly. And so, I scrambled. At the time, I didn’t know of any class or Nonprofit 101 training that could ease my anxiety, and it seemed like everything was on the line: my salary, my community garden, and the future of other planned garden projects for which I had unintentionally become responsible. I didn’t know where to start, but I knew I wanted to make a difference in the world and that it took money to have the impact I wanted to have.
So, I decided to just try “this fundraising thing” with no clue what I was getting into.
Making the Ask
I remember my first “big ask.” My boss arranged for me to meet a key donor at a coffee shop. I got to the spot a little bit early to change in their bathroom from my dirt‐caked Carhartt overalls into a pencil skirt. After this quick change, I returned to my car, so nervous I honestly felt like I was going to throw up. (This lesson would come much later, but the shift from running the environmental literacy program to fundraising needed more than just a change of clothes.) As I sat in my front seat reviewing notes, a hummingbird zipped by and snacked from a feeder in front of the cafe. I straightened out my clearance‐sale skirt and felt my heart rate match the pace of the hummingbird’s wings.
Just an hour before, I had been present and authentic in the garden with my students, connecting with the kids and feeling alive. If you had asked me then, with my hands in the soil, I could have passionately articulated the importance of our environmental education programs and the urgent need for them in schools nationwide.
But as I sat in my car and tried to prepare for the donor meeting, my sense of purpose and confidence were gone. My palms were clenched and pulsing at my sides. I grabbed the meeting briefing sheet from my backpack and read through the donor’s previous involvement with our organization and their large past donations. It was extensive. Even as I prepared to meet with someone who clearly believed in our organization, I felt like I was going into this meeting to ask someone to do something they really didn’t want to do: donate.
This thought—that I was trying to strong‐arm someone into giving—created a toxic power dynamic in my head. The thought then developed into a narrative that I believed was true: the donor had the money and thus all the value, while I had nothing to offer them. This story solidified my inferior position. I (the fundraiser) was trying to get the person with more power (the donor) to give me something I didn’t deserve.
Sweaty palms, a racing heart, and nausea ensued as I tried to settle my nerves and reconcile my smallness to my big ask. “Breathe, Mallory,” I heard myself say. “Think positive.” But even though my brain tried to counter these worries with practiced abundance mantras, it was useless. To my core, I felt unworthy. My body was trapped in the tension of the unspoken power dynamic and uncertainty.
It didn’t help that I had been told to “build a relationship” with the donor before discussing money. That felt so confusing—how do I build a genuine relationship if I feel like I can’t be completely transparent or feel like I have a hidden agenda? How do I build a strong relationship if I’m too frightened to speak freely? What do I pretend the relationship is about if it’s not ultimately about investment in my organization?
Two minutes to our meeting time.
I took one last deep breath, opened the car door, and stepped out into the spring sunshine. As I walked toward the coffee shop, layers of my true self fell away. When I got to the door, I was a performer, a shell of who I really was.
As I entered the air conditioning, I had a fleeting moment of recognition that this was no way to build real relationships. All other real relationships in my life were based on trust and transparency—so why would this be any different? But I shoved that thought away and pulled my shoulders back. This version of fundraising—persuading, hounding, begging, trying to be selected as worthy—was all I knew.
As I rounded the corner to find the donor’s table, I gave myself one final pep talk. “Make it work, Mallory. Get the money.” Even though I ultimately raised money during the meeting, I felt so much discomfort in my body that I was sure I was a terrible fundraiser because of it.
What the Fundraising
The thought “Will I ever be good at this?” stayed with me for years. It popped up every time I met with a donor, and the answer was clear by the time I walked out: no. But I kept trying even when I switched organizations and found myself yet again responsible for raising money.
Even in a new environment, the negative self‐talk, downward spiraling, and endless pressure never subsided. My days dragged: meeting with a donor, writing marketing materials, sending emails, asking for donations, and getting ghosted only to be thrust into another donor meeting. I managed. I cried. I kept going, trying to make a difference. As soon as I realized that fundraising meant holding the organization’s fate in my hands, I never felt more alone.
After some time, things took a turn for the worse. I started to get sick. Really sick. My job made me physically ill. After a few years of this desperate, plea‐focused event and campaign hamster wheel, strange aches started to wind down my spine from all the tension, resulting in pain that became chronic. Sleepless nights and bedridden days followed. Thoughts raced through my mind: there’s no way good fundraisers feel like this. I must be a bad fundraiser.
My pain, I would realize years later, was deeply tied to how I was taught to fundraise: the pressure to appear like I had it all together, to accept money from anyone, to treat money as the only thing of value, and to give in to the power dynamics that were intrinsically tied to the nonprofit system as a result of transactional fundraising methodologies. My chronic stress was also tied to my perfectionism, my tendency to please others, and my habitual self‐criticism. This was compounded by feelings of unworthiness in my role as a fundraiser and the constant uncertainty I felt about reaching that forever‐moving fundraising benchmark on which the fate of my organization rested.
My body was physically suffering due to the ongoing stress and negative thinking. The situation deteriorated to the point where I nearly quit the nonprofit sector. At the lowest point in my career, I made a pivotal discovery. I initially thought my brain and body were working against me, but they were actually acting as the alarm I needed to make a change. I chose to stay and explore new approaches to fundraising.
Since those early years in the trenches of frontline fundraising, I have gone from exhausted and miserable to empowered, embodied, and legitimately enjoying this work. How? I learned ways to manage my discomfort and shift my fundraising practices so I could raise more for my organization sustainably and reliably. What once felt impossible—fundraising without chronic stress and overwhelm—became my reality once I understood and honored a new methodology of fundraising focused on alignment.
My unique framework—the Power Partners Formula™—teaches fundraisers how to raise more from the right funders without hounding people for money. Since its inception in 2021, I have trained more than 60,000 fundraisers using elements of this win‐win framework, which combines the best science‐backed practices in fundraising strategy, executive coaching, habit and behavior design, and design thinking.
In this book, we won’t cover every tool in the formula, but we will explore some core elements that shape my approach: modern fundraising strategy, executive coaching tools, and insightful research provided by psychologists and scientists on my podcast, What the Fundraising. Together, these elements form a comprehensive foundation to preemptively address and resolve many of the challenges fundraisers encounter.
Central to this exploration is the integration of executive coaching tools. Executive coaching enhances performance, develops leadership skills, and fosters personal growth. It offers a process of self‐discovery that enhances our consciousness of our beliefs and behaviors, and reveals internal barriers to our success. This methodology is particularly valuable in a field like fundraising, where self‐awareness, emotional intelligence, and a deep understanding of human behavior are essential.
I’ve spent the last five years learning about systemic negative emotions in the nonprofit sector and exploring how those emotions can be mitigated, managed, and improved by executive coaching tools. These tools enable us to see where our beliefs, emotions, thoughts, and actions intersect with our results. Executive coaching teaches us how to harness our power, redirect our own thoughts, break negative beliefs, and create actions that empower us to achieve our goals.
What’s interesting about executive coaching is that the tools map with what psychologists and neuroscientists have noticed about the human autonomic nervous system, which contains two systems: the sympathetic nervous system and the parasympathetic nervous system. In this book, we are going to focus on the sympathetic nervous system, which is the internal alarm clock and defense system that all mammals have to protect against threats and danger.
You might not be familiar with the term sympathetic nervous system, but you are likely familiar with the terms our culture uses to describe it: fight or flight. This phrase, coined by physiologist and Harvard medical professor Walter Bradford Cannon (1871–1945), describes the unconscious biological reaction mammals experience when encountering a threat (Cannon 1915, 211). If our body chooses to fight when in the sympathetic nervous system, it can result in anger, fists, and raised voices. The flight response, although it might literally propel someone to run away, primarily manifests in modern society as procrastination, avoidance of difficult conversations, intellectualization, overworking on unrelated tasks, and excessive preparation.
Although fight or flight dominated the conversation for most of the 20th century, researchers have recently identified several tertiary responses, one of which is freeze. Studies have shown that when mammals experience a threatening situation, central neural pathways activate, causing the body to literally freeze. We often experience this “freeze response” when we experience intense fear. We might not all drop to the floor, but a freeze response can manifest as withdrawal, emotional numbing, paralysis in decision‐making, or complete disengagement.
Other nuanced experiences can occur, yet fighting, fleeing, and freezing are some of our primary methods of dealing with conflict, fear, and threats. No matter which response our bodies choose, it signals a stress response. A stress response is complex, but it often emerges as physical symptoms like goosebumps, nausea, the urge to scream (fight), the desire to run away (flight), or feeling paralyzed and unable to act (freeze).
But why does this matter for fundraisers?
In my research, I have found that traditional fundraising experiences like ghosting, power dynamics, and isolation, as well as emotions regularly experienced by fundraisers, like overwhelm, self‐doubt, guilt, unworthiness, and fear of rejection, are linked to episodes of fight, flight, and freeze, resulting in the chronic stress that leads to burnout.
When we experience chronic stress or burnout, the consequences are severe. In addition to the impact on our mental and physical health (which should be enough right there!), science has shown that humans who experience chronic stress also biologically struggle to build authentic relationships and connect with other humans (Dana 2018). Chronic stress also prevents decision‐making, limits empathy, and prevents people from engaging in the community, all of which are necessary to do our jobs.
Although I am not a neuroscientist or psychologist, I’ve interviewed top psychology and neuroscience experts on my podcast What the Fundraising to discover the largely unrecognized connection between the nervous system and the enablement and success of fundraisers. The experience and emotions psychologists and neuroscientists use to describe chronic stress closely correlate to the Energy Level Index® assessment provided by iPEC, the Institute for Professional Excellence in Coaching, where I received my coaching certification. But no matter which framework you explore—executive coaching or psychology—the results are clear: when humans experience chronic stress, we cannot make decisions or connections, and we definitely can’t fundraise effectively.
Through my research and coaching, I’ve realized that people are expecting the linchpin of the third largest employment sector in the United States (fundraisers) to do our work in a state of near‐constant panic, stress, and overwhelm, which is the exact psychological state that inhibits our ability to take the actions most critical to fundraising: building relationships. Our psychological state is increasingly important to understand when we consider how stress further affects our behavior.
In 2023, I surveyed fundraisers about how they felt about their jobs, and when asked what they do when they feel stressed about asking for money, 75% of fundraisers stated they do a task that’s not fundraising. So, not only does stress affect our ability to build relationships but it also hinders our ability to take any fundraising action at all.
This means that fundraisers who are experiencing chronic stress will fundamentally struggle to perform the tasks every webinar, consultant, and online course tells them is the key to fundraising successfully: creating engagement opportunities and building authentic relationships. Stressed‐out fundraisers, thus, cannot fundraise in efficient and effective ways. All of this matters because we depend on fundraisers to support the fundamental existence, never mind growth, of the nonprofit sector.
Although the fight, flight, and freeze responses are subconscious experiences, with the knowledge of their existence, we can prevent these biological systems from dominating our reality. Instead of being activated by situations that cause stress, like a big donor meeting or an important pitch presentation, we can tap into executive coaching techniques that help manage our stress response during these activities so that we can remain authentic, embodied, and open to connection.
Fundraisers need to be able to take effective action and authentically connect because relationships and engagement inspire donor behavior. Most training and conversations focus on fundraising actions as if they are an easy task list and the subsequent donor outcomes are simple if‐then statements. For example, if I just pick up the phone and call the donor, then the donor will increase their donation. If I send a mass text message, then we will reach our campaign goal. Those things might be true, but when we oversimplify, we’re missing one of the largest influencers of success—how the fundraiser feels while taking those actions. Donor actions are primarily reactions to the way fundraising is conducted and serve as lagging indicators in fundraising data. This is why the experience of fundraisers is so important—because the effectiveness of fundraising is closely linked to the stress levels of the fundraisers themselves. Higher stress can hinder fundraisers’ ability to establish relationships or to prompt donors, making it less likely for donors to engage and participate. This is why we need to focus on the fundraisers before we can focus on the fundraising. At the end of the day, fundraiser behavior is the leading indicator of fundraising success (Figure I.1).
Figure I.1 Donor behavior is a response.
Who You Are and Why We’re Here
If you are reading this book, you care about the state of the nonprofit sector. You are firmly aware that giving is down across the sector, and if the sector continues to decline at this rate, the nonprofit sector will ultimately disappear. According to a report from the Fundraising Effectiveness Project, there have been decreases in the number of donors (of all giving sizes, but especially among individual donors giving small gifts between $1 to $100), the number of dollars given, and the rate of donor retention (particularly for the largest donors) (Fundraising Effectiveness Project 2023). This stark reality has massive implications for society.
In 2019, Giving USA reported the lowest giving level in 40 years (Gamboa 2023). To underscore the dip, research from the Indiana University Lilly Family School of Philanthropy noted that in 2000, an estimated 66% of Americans gave to charity. By 2014, this figure decreased to 55%, and in 2016, it fell to 53%. Currently, that number has dipped to less than half of Americans (Indiana University Lilly Family School of Philanthropy 2023).
Nonprofit value, expertise, and commitment are needed everywhere: in education, where the nonprofit provides additional classes and services to children; to health care access, where we launch and fund clinics and doctors in areas with inadequate medical access; to the environment, where organizations research and implement strategies to reduce climate change. No matter the location, mission, or receiving benefactors, nonprofits are critical to the planet’s and humanity’s success. Moreover, the nonprofit sector serves as the bridge between society and government. Where the government doesn’t provide much needed social services, we step in.
Beyond the services and programs that nonprofits provide, the nonprofit sector is the third largest in the United States, employing 11.9 million people—only retail trade and manufacturing out‐mass nonprofits in employment (Salamon 2018). The decline of the sector will have layers of impact on society.
There aren’t enough conversations happening about how important the nonprofit sector is to our economy and society, but even fewer conversations are happening about the folks who bring in all the money to make the work possible: our fundraisers.
Fundraisers
Fundraisers, by definition, are responsible for moving money into the sector. Yet many who “do fundraising” don’t identify as a “fundraiser.” The truth is, I didn’t call myself a fundraiser for many years. That term felt uncomfortable and full of stigma. I didn’t want any of that, and yet I was still doing the work. I put in long hours and devoted years of my life to the mission. I was deeply committed. Yet, like so many of us, I was very uncomfortable doing my job’s basic duties, like asking for money, dealing with rejection, and receiving large sums of money.
If you are one of these people, I want you to know that you’re not alone, and you are not a “bad fundraiser” because you feel uncomfortable or overwhelmed by your responsibilities. I wish I could go back in time and tell my younger self that most fundraisers deal with discomfort and resistance in one way or another. It’s normal. And it doesn’t mean anything is wrong with you.
In fact, it makes perfect sense that doubting yourself, getting rejected, and getting ghosted would stress you out. It’s how the human body works. Again, we, and all other mammals, have a nervous system that is more than 500 million years old, and it’s trained to keep us safe. Asking for money is uncomfortable for most people, and so it’s activating our natural biology to run away from the threat. But, although it might feel like it when it comes to the level of stress in your body, that donor isn’t a lion trying to eat you. I want to assure you that there are ways to approach fundraising without constant fear, doubt, or being on the brink of tears. It’s possible to engage in this work feeling calm, secure, and empowered.
When we have the right tools, when we learn to honor the deep relationship between our mind and body, and move resources in alignment and toward our values, fundraising can be an energizing, sacred, and healing act. Fundraising can change once we can internalize that, calm our system, and learn how to step into our true inherent power.
Sector Leaders
If you aren’t a fundraiser and find yourself here, you might be someone fundraisers rely on. Perhaps you are a sector leader: a nonprofit consultant, a leader at a tech company that supports nonprofits, a community member, a donor, the head of the foundation, a board member, or maybe a corporate philanthropist. I want to invite you into this conversation and urge you to stick around when it feels uncomfortable.
You play an important role in this dialogue, but you might not be aware of some of the limitations frontline fundraisers face. There is a problem with the state of fundraising, and it actually goes much deeper than lack of money, donors, or even time. The root of the problem originates with how the sector thinks about fundraisers. This knowledge gap is hurting your primary goal: moving more money into the nonprofit sector and fulfilling the missions and visions of the organizations you support.
In addition to what we cover in this book, sector leadership needs to start to prioritize key performance indicators that enable fundraisers to break out of transactional methods and prioritize the actions that lead to healthy fundraising practices, sustainable donor engagement, connected relationships, and fundraisers who actually want to stay in their roles. As I often say, don’t tell me what you care about, show me what you track. I hope this book provides additional clarity on why this shift is so critical.
The First Step Forward
The future of the nonprofit sector depends on providing fundraisers with tools that support the whole fundraiser—including the inner experience of the fundraiser—not just templates or trainings that focus solely on fundraising strategy. It’s crucial to create a path forward.
This book is my contribution to that effort. It’s designed for anyone committed to a more equitable and just world, recognizing that this goal is intrinsically linked to the well‐being of nonprofits. And the well‐being of nonprofits is directly connected to the health and wellness of the people inside of them. Viewing the health of the sector through this perspective means caring about global issues while also caring about individual fundraisers and our ability to connect and build strong relationships. If we lose this capacity, the entire nonprofit sector risks collapse.
Alignment Fundraising
Once we learn the tools of executive coaching and use those tools to harness our energy and ground our system, we will be able to increase how present we are in our fundraising work. We will be able to build truly authentic relationships with donors that honor the value fundraisers and organizations bring to the table. This shift will enable us to move away from hounding people for money and start to identify mutually beneficial strategic partnerships.
There is a strategy and process to this: it is the methodology I call Alignment Fundraising.
