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The ocean has a funny way of teaching you humility. Several years ago, I decided to tackle a new challenge: surfing. My first foray into the Pacific was less than graceful. Armed with a rented board and a healthy dose of overconfidence, I paddled out with the singular goal of getting beyond those crashing, churning waves.

And fight, I did.

While every day offers the option for a reset, it seems that most of us use a specific point in time, anniversary, or significant life event to pause, reflect and begin again. Psychologists say that resetting involves re-centering or a fresh start, often aiming to clear mental clutter and negative patterns.

We have all at some point found ourselves heading down the wrong path faced with the choice to push forward or retrace our steps and start out again. If we are not careful, we can view this needed U-turn as time wasted, resources squandered or even failure. If you are the leader and your team has been following close on your heels, this change in direction can feel embarrassing and humbling. You might worry that others will questions your ability to lead.

Aspects of our work often lend themselves to sports-driven analogies and for good reason. Fundraising, like sports, is strategic, competitive, and driven by shared purpose and heart.

With the uncertainty nonprofits face today, leaning into an axiom coined by my son’s basketball coach provides us a valuable and effective approach to navigate our shifting landscape: Control the Controllables or C.T.C. Let go of what you can’t change and take control of the things you can = C.T.C.

Nonprofit leaders are known for wearing many hats—budget balancer, community builder, last-minute-slide-deck-finisher, professional schlepper—but the hat we too often leave on the shelf is the one labeled “curiosity captain”. Whether it's embracing AI, reimagining donor stewardship, or treating events as more than just logistical nightmares lifts with a side of lukewarm veggie trays and sweaty cheese cubes, we sometimes meet new ideas with hesitation or quiet resistance.

It’s time for a reset—not of our strategy, but of our attitude. Because—gulp—we might just be the problem. And that’s uncomfortable… but also incredibly fixable. What if we chose curiosity over fear, and open-minded exploration over the comfort of our preconceived notions? These shifts aren’t detours from our mission—they’re invitations to deepen and expand it. And spoiler: we don’t need to have all the answers to get started. We just need to be willing to ask better questions and create space for curiosity.

Some call it storytelling; others call it an elevator pitch. Either is fine, and elevator pitches are good as long as you know that most people want to get off on the 2nd floor.

Developing a concise, compelling, and succinct message that clearly states the societal problem you’re working to address, how you will solve it, and what differentiates your work is a key factor in fundraising campaign success. Your case must be made clearly, quickly, be externally focused, and demonstrate urgency.

Summer’s erratic schedules—donors on vacation, staff taking time off, board members and volunteers unavailable—can disrupt traditional fundraising efforts. But this quieter season offers a powerful opportunity for fundraising leaders, whether they manage teams or work as individual contributors, to reset their approach by leaning into authentic, one-on-one connections. By focusing on building genuine relationships with colleagues, donors, volunteers, and board members, leaders can foster trust, inspire collaboration, and fuel long-term success in ways no strategy or tactic can match. Here’s how to use summer’s lull to cultivate meaningful connections that transform your leadership and organization.

Can you believe we’re already halfway through the year? If you’re like most nonprofit leaders, you kicked off the year with ambitious fundraising goals, detailed plans, and a whole lot of motivation to have “the best year yet!”

Now, with six months behind us, it's time to step back and ask: How are we really doing?

Remember, fundraising isn't just about year-end campaigns, online appeals, or event seasons; it’s a year-round effort that begins on day one of your new fiscal year. Taking time now to evaluate your progress can be the difference between scrambling in Q4 or finishing strong.

A mid-year review gives you a chance to:

• Assess the first six months of the year
• Identify gaps
• Re-engage and realign
• Plan ahead with purpose

Working with boards is a topic that DBD Group has written about at length. Less popular, but only slightly less important, is creating an effective Finance Committee for your nonprofit. This group can be the most dynamic, exciting and important group in your organization.

From monitoring financial performance to approving budgets and financial policies, vetting loan options to overseeing the audit process, there is plenty to dig into. The best committees don’t just happen though. They are intentionally built, diverse in more ways than you might think, and given a clear chart of work.

Nonprofit volunteers that serve on boards are the backbone of the organization. They offer invaluable guidance, support, and resources. While most new board member orientations cover fundamental responsibilities, a recent interaction with a CEO candidate in one of my executive searches highlighted a powerful framework for maximizing board impact.

Let’s face it: asking board members to help with fundraising can feel as awkward as teaching your parents how to use TikTok. But it doesn’t have to be! With the right mix of clarity, support, and a dash of good humor, you can turn even the most hesitant board member into a fundraising champion.

A board’s role in fundraising is critical because it sets the tone, drives the strategy, and shows everyone else how it’s done. Board members bring credibility, connections, and leadership that no staff member or volunteer can fully replicate.