Is It More Difficult to Ask for Donations or Fund Nonprofits?

In high school or college debate competitions, competitors are informed of topics, but not whether they are arguing for or against the topic. That rationale made me wonder which is more difficult: Raising the money or deciding which good causes to support and which to decline? 

Like many perplexing topics, there are a wide range of “it depends.” So, let’s begin by making a few assumptions: 

• I am talking about experienced professionals who play significant roles in their respective organizations. 
• They are not raising money for themselves, but are, for example, major gifts officers for larger nonprofits.
• They are not giving away their own money, but likely are working for a private or corporate foundation, or a leading philanthropist. 

I have discussed this topic with several colleagues in both professions, including those who’ve held positions in both fields. I must admit that my perspective is deeply shadowed by working the bulk of my career for or consulting with nonprofits. Like many other career fundraisers, I have dreamt of filling the shoes of a funder. Wouldn’t it be sweet to decide who gets funded?

Making the excruciating decisions of a funder is extremely taxing in its own right. In the spirit of a debate competition, here are 10 categories in which challenges and opportunities confronting the practitioners in both fields can be compared and contrasted. 

1. Control 

The funders’ world certainly has so many more variables that these professionals can directly and concretely determine. In stark contrast, the solicitor can do everything perfectly from research to identifying the best project to cultivation to making a compelling ask and still have their request declined. In baseball, great players get hits two out of three times at the plate — high-performing fundraisers would sell their souls for that kind of success rate. 

2. Organizational Stability

An annual budget for grant applications — and even more ideally, an endowment — typically supports professionals working for funders. Too many nonprofits constantly wrestle with financial challenges with only a genuine sense of certainty in the larger national organizations. This is a prime factor contributing to the extraordinary turnover in the fundraising profession, with nonprofits being lucky to retain key development staff for even two years. 

3. Job Expectations

This is a huge advantage for funders. Performance can be evaluated on clearly delineated and understood responsibilities. A major explanation behind the disturbing trend in the development profession’s churn is the absence of stretch yet realistic goals. Countless nonprofit leaders fail to accept the reality that there are no superheroes who can step into organizations and by themselves produce robust gift income results without infrastructure, branding, and a promising relationship between management and board. In short, there must be a culture of philanthropy in which the entire nonprofit village is contributing to telling the mission with pride and conviction. 

4. Passion

I know many examples of funder employees who love their work and love the good works that their grants produce. But nothing tops the passion of a fundraiser who, in many instances, has or develops a deep and emotional devotion to their cause. It is precisely that passion that makes them so successful.  

5. Decision-making

The philanthropic environment is uber competitive in which donors are forced to make stressful decisions — not between the good and the bad, but between the good and the good — on who to fund and who to decline. Despite all the professionalism and fairness built into the decision-making process, it still is heart-wrenching for funders to have to pass on compelling requests. On the other hand, in my several decades in the profession, I never worried that we would secure a gift that might have been more prudent supporting another worthwhile cause.

6. Compensation

With the exception of the largest and most prestigious foundations, roughly speaking, this is fairly comparable among professionals working for private and corporate foundations and major gift officers. Depending on geography, they typically earn salaries in a wide range in the six figures. Corporate employees are likely to benefit from perks, like stock options and bonuses. 

7. Career Growth

One of the exciting characteristics of the development profession is how quickly you have the opportunity to demonstrate results. For example, obtaining six- and seven-figure gifts speak for themselves without regard to experience and credentials. Working for funders is much more of a traditional climb up the organizational ladder. 

8. Skill Sets

Successful fundraisers play diverse roles from outstanding verbal and written communicators (plus as active listeners) to the ability to forge meaningful relationships with all types of personalities to juggling several priorities at the same time. In many ways, they must be like entrepreneurs and see opportunities that others don’t. Outstanding people on the funding side bring talent and experience sage decision-making to the table, but their roles fit more neatly into job descriptions. 

9. Volume of Work

A fundraiser’s life is completely organic and as a philanthropic entrepreneur must be able to change on a dime at a moment’s notice. The name of the game is a laser-like focus on major or leadership donors. New prospects can quickly emerge as top priorities, overcrowding an already full plate. Working in the evenings and over the weekends is the norm, not the exception. The funder’s workload and schedule are more predictable.  

10. Continuous Improvement

Yes, I am biased, but I can’t think of any profession that emphasizes so profoundly learning, doing it and doing it better. Fundraisers learn something valuable every time they meet with donor prospects, whether the result is “yes,” “no” or “I need more time.” Fundraisers embrace opportunities to gain experience every day.

Fundraisers and funders can and should have a keen understanding of each other’s responsibilities. Perhaps the grass looks greener on the other side. There are abundant examples of highly respected individuals transitioning from fundraiser to leadership roles in a philanthropic organization and vice versa. In a real sense, they are kindred spirits. A huge common denominator exists. They share an overarching goal serving as catalysts for touching, improving and saving more lives, especially helping those who are struggling. Summing up, people make very personal decisions on the best fitting career paths with priorities and directions changing over time. 

The preceding post was provided by an individual unaffiliated with NonProfit PRO. The views expressed within do not directly reflect the thoughts or opinions of NonProfit PRO.