Otis Fulton, Ph.D.

In nonprofits, trust and belonging are two sides of the same coin. Here’s how to build — and rebuild — trust with your supporters.

The Democrats are using the theory of reactance to fundraise. Here’s how your nonprofit can boost fundraising with this strategy.

Almost every organization has a strategic plan, but most ignore them in everyday activities. Here’s how to stay true to your plan.

Here are three unconscious biases and mental shortcuts seen in boardroom relationships, their impact and strategies to manage them.

Here’s how to ensure everyone in your organization connects with the strategic plan in a way that makes them care about it.

Here are five reasons to transition your board from a working board to a governance board, and how to protect your board members.

Here are six specific examples of how leadership can avoid having a bad board and maximize chances for success.

Are we in danger of alienating donors because we are too “woke” or “not woke enough?” Here’s how your organization can adapt.

If everyone is in your nonprofit’s community, you have a crowd with no shared idea. Here’s how to get the right people in your group.

Our society is declining, along with its support of social good. Here are strategic steps for building a community to address this.

Because good intentions don’t work against unconscious preferences for in-groups, we need laws that ensure diversity and inclusion.

Social fundraisers sometimes don’t want to believe online communities are real communities, but they use livestreaming to fundraise.

If major gift fundraising is Morton’s, social fundraising is McDonald’s. We’re not talking about the food; we’re talking about scale. The great thing about the scale of social fundraising is that you get a lot of data. So, here’s what the fast food of fundraising has to offer other income channels. 

Evaluate the work you do each day with this clarifying question: What strategic plan objective does this task or project support? By doing so, you will go on a journey of discovery that could change your career.

Whether you are a CEO trying to form a partnership with a board chair, a development director trying to work more closely with the marketing director or a major gifts officer trying to build a relationship with a donor, the relationship is everything. But for some of us, it’s hard.