Bruce Berglund

Nearly every big ask in my career as a staffer and consultant – whether it be an ask for a lead gift or a key leadership position – started with a no.

Many of the nonprofits we work with find themselves in a unique and delicate situation: they are changing or replacing a beloved historic building to make way for a new facility. While their reasons are sound – greater accessibility, lower maintenance costs, more efficient operating costs – it can be difficult to balance respect of the past with the needs of the future.

One of the more interesting trends we’ve noticed in capital campaigns is a shift in leadership structure. Instead of individual chairs, we’re commonly seeing co-chairs, tri-chairs, honorary chairs and more. While this may seem like a suspect idea at first – if everyone is in charge, no one is in charge – it turns out to work really well in this critical volunteer capacity.

In their eagerness to get a building opened, or as a result of calamitous economic changes, too many nonprofit boards have found themselves with more debt than their organization can bear. When your “customer” becomes the bank rather than the community, it’s time get serious about reducing debt.

As I look at our feasibility study data over the last several years, I see a theme emerging. Many of the nonprofits we worked with used to be supported by “Class A,” powerful boards. These boards represented the best leadership their communities had to offer. But over time, the sands have shifted and their boards are no longer as effective as they used to be. Why is that?

At Donor By Design, we are guided by a series of axioms: core concepts that shape our work and have proven their worth over and over again. In this series, we’re digging into these axioms and clarify how they can help you achieve your development goals. Read Part 1 or Part 2. 

For years, the big fundraising lie has been the donor pyramid. You know what I am talking about: the image of a pyramid that shows we need a large gift at the top, a few more at the next level and so on until you get to the base of the pyramid. Nonprofit leaders have shared this with their boards and donors, but, if you do regression analysis on campaigns, the infamous pyramid looks more like a donor pagoda or, as I like to call it, the donor champagne glass.

At Donor By Design, we are guided by a series of axioms: Core concepts that shape our work and have proven their worth over and over again. In this series, we’re digging into these axioms and clarify how they can help you achieve your development goals. Read Part 1.

At Donor By Design, we are guided by a series of axioms: Core concepts that shape our work and have proven their worth over and over again. In this new series, we’ll dig into these axioms and clarify how they can help you achieve your development goals.

This is the second of a two-part conversation with my friend, Lee Heyward, as part of our What Matters podcast series. (Did you miss the first part? Listen to it now.)

I believe I have the best job in world. On a regular basis I get to meet with amazing leaders who care about their communities and the world. Many of these leaders also have the capacity to make community dreams, programs and campaigns successful.