There’s something I’ve noticed in the donor relations world that’s keeping me up at night. It’s this persistent, quietly toxic belief that being in a service-oriented role somehow means we should settle. Settle for being reactive. Settle for being overlooked. Settle for “good enough.” As if donor relations were a soft science: nice to have, not need to have. As if our work doesn’t require the same rigor, strategy, and innovation as any other core function of a nonprofit. Let
Let me tell you something you already know deep down, but maybe don’t want to say out loud: we all mess up. Yup. Every last one of us in donor relations and fundraising has, at some point, hit “send” on an email with the wrong salutation , mailed a thank-you letter to a donor who passed away months ago, or cheerfully invited a “valued donor” to a stewardship event...that they already RSVP’d to—and declined. I’ve been there. You’ve been there. Anyone who’s done this work longe
There is one thing I have learned over the years doing this work—that relationships with key internal partners are not only necessary, but truly mission-critical. Donor Relations work must be collaborative, not conducted in a vacuum, if we want to provide donors with the best possible experience. Our team, while important, is only one piece of the broader development enterprise. Leadership, frontline fundraisers, prospect managers, gift processors, finance and accounting team
I remember the first time I sat in a meeting I “didn’t belong” in. I was 26, barely out of an admin role, still answering the phone with a chirpy “Development Office, this is Lynne,” and I got a calendar invite that made me do a double take. Strategic Planning Committee. Me. In a room full of vice presidents, deans, and directors with corner offices and blazers more expensive than my rent. At first, I thought it was a mistake. So, I called my VP’s assistant to clarify. “Nope,
