Nonprofits devote enormous energy to telling their story. Across impact statements, annual reports, websites and social media, they highlight urgent needs, share successes, and demonstrate the impact they’ve created. Storytelling has become a hot topic lately, and for good reason. People remember a good story. They share them with family and friends.
However, many organizations overlook a simple fact: before supporters become part of a nonprofit’s story, they arrive with stories of their own.
People are shaped by their experiences. Every joy, loss, challenge, relationship, and act of kindness a person has experienced becomes part of who they are. Experiences change how they see the world. These experiences form what psychologists call a “narrative identity,” the internal story people construct to make sense of who they are. This idea has profound implications for nonprofits.
Individuals who choose to volunteer, donate, advocate, or serve on a board aren’t making a random decision. They are influenced by the communities that nurtured them, the injustices they witnessed, the losses they endured, and the acts of kindness they received. Their decision to support a cause is often rooted in their past experiences. In that context, supporters may not just be responding to a present need. They may be expressing something about themselves.
Narrative Before Numbers
Too often, nonprofits begin the relationship by focusing on organizational needs. They explain funding gaps, campaign priorities, strategic plans, and service outcomes. These are important, but they don’t address a deeper question: Why does this person care?
Understanding that answer changes everything.
Organizations that take the time to learn the stories of their supporters gain insight into the motivations that drive long-term engagement. They uncover the memories, values, and experiences that connect people to a cause. Rather than seeing a donor as a source of revenue, they begin to see them as a person whose life story intersects with the mission of the organization. This shift transforms fundraising from a transaction into a relationship. If relationships are built on understanding and connection, shouldn’t curiosity be a skill required by all fundraisers?
Instead of asking only what a donor can give, ask what experiences shaped their values. Instead of talking only about campaign goals, seek to understand the moments that inspired someone to care about the issue in the first place. Conversations built around personal stories often reveal motivations that cannot be uncovered through giving histories or demographic data alone.
Remember, donors are affirming important parts of their personal story with their support. Memory and meaning are powerful drivers of loyalty and long-term engagement, so organisations that understand the complex reasons people support them will be better positioned to remain relevant in an increasingly competitive environment.
Consider:
- Does your organization speak to donors as people with lived experience or merely as sources of funding?
- Do your engagement strategies create meaningful experiences that supporters can incorporate into their own personal stories?
- Do you track and record donor stories alongside donation data?
- Do you provide engagement pathways that honour memory, meaning, and personal connection?
The organizations that will thrive in the future are not necessarily those with the best campaigns or the loudest voices. They will be the organizations that understand the connection between personal narrative and generosity. They will recognize that every donor, volunteer, and supporter arrives with a lifetime of experiences that help explain why they care.
Successful nonprofits will get better at both telling their stories and listening to those of their supporters. When supporters feel heard and understood, they’re no longer observing the work. They become part of it. Before asking supporters to invest in your story, take time to understand theirs. The most meaningful donor relationships don’t begin when you tell your story. They begin when you listen to theirs.
Craig Swistun is a Portfolio Manager with Lexicon Financial Group at Raymond James Investment Counsel. Craig Swistun’s book “What’s Past is Prologue” will be published by Civil Sector Press in September 2026. It was written in his individual capacity and not as a registered representative of Raymond James Ltd. (RJL) or any of its affiliates. It expresses the opinions of the authors and not necessarily those of Raymond James Ltd. This book is provided as a general source of information and should not be considered personal investment advice or financial planning advice. The opinions expressed in this article are those of Craig Swistun and not necessarily those of Raymond James Investment Counsel, which is a subsidiary of Raymond James Ltd. Statistics, factual data and other information presented are from sources believed to be reliable, but their accuracy cannot be guaranteed. It is furnished on the basis and understanding that Raymond James is to be under no liability whatsoever in respect thereof. It is for information purposes only and is not to be construed as an offer or solicitation for the sale or purchase of securities. Raymond James advisors are not tax advisors, and we recommend that clients seek independent advice from a professional advisor on tax-related matters.
