Staffing & Human Resources

On average, fundraisers move to another nonprofit every two to three years. Here is advice on transitioning your caseload.

The nonprofit sector sucks at vacationing plus resting on vacation. Nonprofit employees come to work exhausted, but need to do a better job of taking care of themselves. When employees are not at their best, their performance suffers.

In the past year, I have interfaced with nonprofits in a variety of ways. One central theme that continued to occur is the major issue of having the quantity and quality of nonprofit workers an organization needs.

I believe major gifts fundraising will grow rapidly. Here are some things to think about if you are new to major gifts fundraising.

Employees are an especially important ingredient to a successful organization. Unfortunately, employers overlook valuable applicants because of age. Reasons employers should employ older workers are their experience, both professionally and personally, reliability with a strong work ethic, and cost-effectiveness.

Because remote work poses challenges with tax and compliance issues, a proactive approach can help nonprofits avoid these issues.

Nonprofit board members are typically not ready to lead the succession planning. With no succession plan in place, there may be a long gap in leadership before another executive is on board. Nonprofits should manage leadership transitions in advance in case there are unexpected departures.

In newer startup organizations, culture begins to take shape through experiences led by those at the top. The inaugural leader has their own vision and values they bring to the table, which the organization experiences over the long arc of time. Culture doesn’t happen on day five, day 50 or even day 500. 

Co-leadership is a growing trend in nonprofits, where we explore ways to share power and strengthen our organizations’ leadership.

Development opportunities for employees can be done with a few, easy-to-implement strategies and on a shoestring budget.