Comments on: Why Fundraisers Leave

By: Priscilla Grim

Priscilla Grim — Tue, 15 Dec 2009 14:01:57 +0000

The best supervisor I have worked for is an MBA. I think that her actual training in management and corporate experience is apparent in her ability to motivate and inspire loyalty in her staff. Unfortunately of all the shops I have worked in, this is not the norm. Poorly trained managers are the norm, and it is reflected in how they treat their staff. I don’t know if this stems from their own insecurity as managers, but development managers are most often the shining example to prove that simply being good at your job does not mean you can manage people effectively.

By: Pamela Grow

Pamela Grow — Tue, 15 Dec 2009 02:26:47 +0000

Where to start? How about the Executive Director who requested that I “weed out” the already small donor database to maintain its “free” status? How about having to pay for my own books and training? How about regional nonprofit organizations advertising positions that are clearly “development director” jobs with all the accompanying responsibilities – but calling them “development associates” at pay scales of $12 an hour? What about dealing with boards who are convinced that planning a “signature event” is the ticket to sustainable funding? These reasons and more are why I went into consulting and building my own business. I’m so glad that you’re researching this topic – building relationships and consistency are the backbone of any sound development plan. Without consistency donor-centered fundraising is impossible.

By: poorly managed

poorly managed — Mon, 14 Dec 2009 19:31:07 +0000

Bad managers whose egos tell them that they are great when they are actually not. This is why I have left 2 jobs in the last 3 years.

If you are a manager who has not had any offical training around dealing with your reports, then how do you know if you are doing it properly?

By: Ivana Pelnar-Zaiko

Ivana Pelnar-Zaiko — Fri, 11 Dec 2009 18:57:24 +0000

Penelope,
thanks for deepening your study beyond its original scope–looking forward to the results!

My best boss ever, back in the eighties, was Bob Sweeney, who had not been fully appreciated by our senior leadership and left for the University of Virginia, where he has matched your longevity. There is a very successful story that should be told and examined!

Best wishes for 2010,
Ivana

By: Wendy

Wendy — Fri, 11 Dec 2009 15:46:59 +0000

I’m really pleased that someone is looking into this. I think the field needs to take a good,long, honest look at itself in terms of management, ethics and an alarming lack of equity in pay for women vs men.

By: Tara Sudbury

Tara Sudbury — Wed, 09 Dec 2009 03:24:13 +0000

I love the art and science behind every successful not for profit organization, and I made significant contributions in those I worked for through sheer hard work, enthusiasm and thoughtful decision making. However my departure from the industry – though I would love to return- stemmed from the frustration in not being supported with personalized development to enhance, or build on the aptitudes I demonstrated or the interests within the industry that I wanted to pursue. Typecasting is a problem in the not for profit, so too is the reality, in my experience, of Directors of Development. My experience is that they are often so loaded down with their own “stuff” that they are doing very little directing and then when targets are not met or interdepartmental issues spring up the solution is often to restructure – yet again! Most Front Line would be happy to stay with an organization if they felt they were being invested in, were learning and had an opportunity to progress when certain defined milestones had been achieved. Our industry focuses on the development in terms of donor development and much too little on staff development. Untapped talent on the front line is abundant and facilitating staff to generate best practices is overlooked in favor of a consultant/expert coming in. That’s too bad, my best experience came through an opportunity to facilitate the best ideas from within the organization and providing the support to the team to allow them to see their ideas through to fruition. Alot of development happened at that organization – staff development and the impact of course was felt in donor development. We just need to equalize the time we spend in “development”. People don’t leave company’s they leave Managers. Let’s change the way we develop our teams and give our front line an opportunity to create some new best practices! I’ would return to the industry and move in my furniture if I thought such a development opportunity existed for a Director of Development!

By: Jim Heckman

Jim Heckman — Tue, 08 Dec 2009 21:49:18 +0000

I find it interesting that philosophical differences and poor leadership do not appear among the top causes of turnover, unless the “old school culture” can be considered along these lines. Perhaps this is encouraging.

By: Kate Monteleone

Kate Monteleone — Tue, 08 Dec 2009 21:29:09 +0000

Penelope,
I suspect that you have made it 19.5 years in the same job because you are no longer a front-line fundraiser.

All best…hope you are well.
Kate

By: Larry O'Neal

Larry O'Neal — Tue, 08 Dec 2009 20:45:49 +0000

I promised 5 years when i joined 7 years ago. Reasons 2 and 3 apply.

By: Joanne Beaton

Joanne Beaton — Tue, 08 Dec 2009 19:00:14 +0000

I was wondering whether you have a blog on the pros of attaining the CFRE designation and how helpful it has been to those of us in the profession.

We are planning an educational session on attaining the CFRE designation at the London Regional Fundraising Executives January Breakfast meeting and it would be wonderful to have an inspirational type of quote from you. Thanks for your consideration of this request!