Fundraising is a perennial challenge for nonprofit executive directors and CEOs. The typical cycle is: you have a number of projects, you’re very busy, and so fundraising slacks off. Then you wake up at 3:00 a.m. one morning realizing all of the projects you have are sun-setting, so you panic and begin to search for new funders anywhere you can find them- no matter how long the shot. Everything else, including current projects, staff issues, and operations, is set aside to get new funding in the door. Before you know it, you’re back to having so many projects at once that you let your pipeline of funding languish again. As a result, you’re feeling like a hamster on a wheel. Yet there’s an even darker scenario as your projects sunset—you cannot find replacements, and you soon find yourself without revenue and you have to close your doors.
There’s a pervasive myth in the nonprofit world that I like to call the “uber” board. Nonprofit leaders have all heard of it—this incredible body of selfless individuals constantly doing it all - fundraising, advising, leading, volunteering, and supporting. You’re often told in person and via field literature that this is the board you must have, anything less, and your board isn’t fully functional, it is perhaps even dysfunctional, and it reflects on you as a nonprofit leader.
For U.S. nonprofits, finding great talent is more difficult than ever. Hiring has never been easy in this sector because of limited salaries and incentives. However, in today’s market, persistently low unemployment rates and the growing complexity of nonprofit jobs means even smaller candidate pools.