What happens when your fundraisers leave? You may be thinking “nothing good”. And you’re probably right—but what if this was an opportunity to be better? To do better.
Let’s go back to the beginning. Your fundraiser just left, now what? You place an ad for another one, right? Yes, but it’s what happens after that is the rub. What if no one applies, or you get underqualified applicants (because, let’s face it, that’s probably all you can afford at the rate you are offering).
At this point, some organizations will toil along and keep trying on their own. Some will engage a headhunter (if there is budget for it) who will likely tell you that if you want someone “qualified”, you have to pay more. This is your first opportunity for clarity. Maybe if we had paid our last fundraiser more, they would have stayed?! Maybe, but likely not. Don’t feel too bad about the salary. They probably left for other reasons. Most fundraisers I know don’t do it for the money, they do it because they love what they do. Yes, we all have to make a living, but many of us are okay being paid less to do good work in a positive work environment. (The work environment or culture is more likely why people are leaving, but we’ll get back to that!)
Back to your search
Now you have decisions to make. Can you afford to pay more? If you can, then you should increase the salary—you will have a better chance of getting a qualified applicant.
But here’s what happens most of the time.
You don’t get the better applicant, because the pool of talent is shrinking and your options become less than ideal. You are likely getting applicants from another industry (fundraisers aren’t the only unhappy people in their sector) who are often leaving for similar reasons: high pressure or toxic environments and unrealistic goals. Your fundraiser didn’t leave because they weren’t being paid enough. They left because you didn’t appreciate them and value their contributions. They left because the expectations of what they could accomplish with the limited resources you give them are unrealistic.
But I digress. Back to your less-than-ideally qualified applicant, who you will likely hire because they were a leader in their sector and you have no other options.
People in sales and retired, or retiring executives are the best second choices for several reasons. People in sales aren’t afraid to ask, marketing people can craft great content, and executives know how to get things done. It seems like a logical choice. However, executives and salespeople are also used to higher salaries, so you may have to pay more than expected (the exception being if the person is retired and this is a second income). These candidates know less about fundraising best practices than your last fundraiser(s), and you’re paying them more. This is a bit of a head-scratcher, but here we are. We have someone in place. Whew. Let’s get back to raising the funds we need.
Except.
A lack of knowledge of fundraising best practices has the potential to hurt you more than it can help you.
Here is another opportunity to improve. Be willing to invest in your new hires and give them the skills they need to succeed because they should want to succeed, too. They can bring passion and transferable skills, but if you don’t start them on the right foot…they will be a bigger disappointment than the fundraiser who just left.
Training can come from many different sources: seminars and webinars (which are also good for networking), conferences, fundraising-specific programs (which can be pricy but worth it), and personal coaching and training.
You need to do something because if you leave it up to them…you might end up with a lot of events (high ROI) and fewer effective fundraising strategies, such as major gifts.
The same applies to junior fundraisers, who often lack the knowledge to be strategic or the personal funds to invest in professional development. The organization will have to pay for this—so do it. Invest in your fundraiser. It will only improve their skills and bring in more money for the organization.
Hopefully, you can see the value of your current fundraisers and find a way to keep them and invest in them. I assure you this is more cost-effective than starting over with someone outside the industry.
But, if you do get someone from outside, invest in them by giving them the tools they need to succeed. With a shrinking pool of skilled workers, you are losing your leverage as an employer to demand more for less. Recognize that and consider your options moving forward. An old saying comes to mind, pay now or pay later, because either way it’s likely going to cost you more.
Things to consider
In Part 3: Small Shops
Michelle has over 20 years of experience in fundraising and nonprofit development both as a consultant and as part of an executive team. With a Master of Arts degree in Philanthropy & Development from Saint Mary’s University in Minnesota, Michelle has both theoretical and practical experience in fundraising. As an author, consultant and public speaker, with a specialty in small shop and faith-based fundraising, Michelle is driven by a passion to help organizations like yours achieve their fundraising and strategic goals.
