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As our firm has grown over the years, I’ve had the privilege of spending time with our new consultants, sharing our company history, axioms, and explaining how we “show up” for our clients.

Recently, the leader of a large $200M+ nonprofit asked me what I look for when hiring consultants. What advice would I give when hiring fundraising professionals? How does DBD Group differentiate itself from other firms in the same space?

I think he was surprised when I didn’t talk about years of experience, education or successful previous campaigns. Without pausing to contemplate the question I answered that I look for the gifts of presence and curiosity. These two gifts are a powerful pairing.

During the pandemic we introduced the concept of “radical stewardship”. We reinforced the necessity of lifting up, thanking and honoring those who were our most loyal friends and donors during that difficult time.

As we move into the last quarter of the year, the focus for many nonprofit organizations is on year-end fundraising. But before you ask for more, have you properly shown gratitude for all you’ve received?

This month, we're thinking about thanks... especially for those who support nonprofits in their important work. It's time to think outside the box about stewardship. 

The past year has been challenging for everyone. As someone who works with nonprofits, I have been impressed and moved by how these organizations have stepped up to serve their communities in new ways. They’ve managed to make a positive impact for others, even with severe constraints.

The most important resource any organization has is its staff. Many nonprofits, like their counterparts in businesses, were forced to furlough or lay off employees as revenue streams dried up during the pandemic. That means that the staff who remained were often doing the jobs of several people while also trying to identify new ways of serving that would help to keep people safer during the pandemic.

Taking care of staff is always critical, but today it is more important than ever.

How much time do you spend on employee issues? Hiring, orienting, training, mentoring…cumulatively, I bet it is a lot. Sitting in a CEO’s office recently, he recounted all his challenges with development staff: “We recruit, orient, train and then BOOM! They’re gone!”