Planned giving, as important as it is, can feel like an inert piece of machinery – very large machinery – when it needs to be restarted. Getting the thing moving looks like an impossible task. It does not need to be that way, however.
Even an honest error can trigger one an audit by the Internal Revenue Service (IRS) and that exacts a cost in time, resources and possibly, reputation.
Decisions, decisions. Sometimes life would be so much easier if someone else made the decisions. Like it or not, nonprofit managers have to make decisions, often. Sometimes they work just great, and other times, well …
There’s the job interview, aimed at finding the best person for a position, and the exit interview, a chance to pretend to learn from a departing employee what is good or bad about the organization.
It takes a lot of creativity to stay creative, but, creatively speaking, creativity can create a lot of opportunities.
As any nonprofit fundraiser knows, generating donations is about building relationships.
Most nonprofit professionals believe passionately in their organization’s mission, and new grant seekers often believe that articulating their organization’s good work is all that’s needed to win funding. “Their commitment to the issue is so strong that they can’t imagine the funder won’t feel the same way and jump on board,” said Holly Thompson, contributing editor for The Grantsmanship Center, in Los Angeles, Calif.
Coming in new to a managerial job can be daunting, but starting out in an area that is virgin territory for nonprofits or that has serious long-range problems can be especially intimidating.
Building a rapport with donors is like building any other relationship, creating a connection counts. In his book “The Zen of Fundraising,” Ken Burnett shares 12 considerations to make when attempting to relate to donors.
Being the leader can allow more room for making mistakes. But, too many mistakes, that are too big, made too often can prove to be disastrous to the individual leader or the organization or both.