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Do you have a nagging concern about your team’s effectiveness?

Maybe meetings feel flat, with little engagement or shared purpose. Maybe your team generates plenty of ideas, but struggles to decide what to do next. Or perhaps new initiatives get launched, only to lose momentum because no one can sustain them.

Something just isn’t clicking… and you can’t quite figure out why.

If that sounds familiar, you’re not alone.

And here’s the surprising truth: Most team challenges aren’t caused by a lack of talent, commitment, or effort. They’re caused by misalignment.

In many teams, people are consistently asked to do work that drains them instead of work that energizes them. Over time, that leads to disengagement, frustration, and underperformance, even among highly capable individuals.

That’s exactly the problem Patrick Lencioni and The Table Group set out to solve with the Six Types of Working Genius.

In last week’s blog by my colleague, Gary Laermer, he explored why it’s so powerful to present donors with a blended ask that connects immediate impact with long-term change. When donors can see both the urgency of today and the legacy of tomorrow, something shifts in the conversation. It becomes less about a single gift and more about the donor’s lifetime impact.

But many of you may still have questions.

Recently I listened to a webinar filled with statistics.

• Repeat donor retention was down.

• New donor retention was down.

• Lapsed donor recapture was down.

(I was relieved to see overall giving is up slightly! Yay!)

The news made me think about what we can do to change the trajectory of the numbers and build operational security for our organizations.

The answer is stewardship. Intentional, meaningful stewardship can create lifetime donors with a strong attachment to our mission and cause.

I’ve been having conversations lately with several nonprofit leaders I trust. CEOs, Executive Directors, Development Directors who care deeply about their missions and take their responsibility seriously.

And even though their organizations look different, I keep hearing familiar observations and challenges.

Fundraising is moving. Fundraising is changing. And the question underneath it all is: How does our team change with it?

I am an avid sports fan and late October through mid-November is the ultimate time of year for me to follow multiple sports very closely. When we think about leadership, our minds tend to go immediately to the notion of an individual who leads others, most often in a business setting. However, what I want to drill down on in this blog is an entirely different aspect of leadership: it is the notion of leading yourself. And sports offer many sterling examples of just that.

The last quarter of the year always feels different. The calendar is heavier, expectations loom larger, and every ask seems more urgent than the one before. But here’s what I’ve learned: leadership in Q4 isn’t about pushing harder. It's about how you show up.

When you walk into a room at year-end, donors and staff alike are watching. They notice your tone, your posture, your clarity — or lack thereof. That’s where leadership lives.

A couple years ago, I decided to sign up for my first ever beginner triathlon. Even though I didn’t have a training schedule, I did have an irrational sense of optimism – what else could I possibly need?  Without a plan, I showed up on race day to the start line without goggles and one sock. Unprepared but still optimistic. I can manage a short swim, bike ride, and 5k because I had done those exercises in some form before – how hard could it be?

Needless to say, I found myself struggling to make it through. By the run, I was exhausted and would shamelessly run when there were cheerleaders and spectators and would walk when no one was watching.

I finished, but it was messy.

That experience taught me something important: passion and optimism are great, but without a focused plan and intentional execution, you’ll spend more energy scrambling than succeeding.

The same is true in fundraising…especially at year-end.

Fall marks a season of renewed energy for many nonprofit boards. As members return from summer breaks and settle back into meeting rhythms, there's a natural momentum building toward year-end. This is the perfect time to tackle those important governance priorities that may have been on the back burner—turning the final quarter into your board's most productive and impactful months of the year.

Year-end fundraising is like football season. The game isn’t won in the last two minutes—it’s decided by the plays you’ve been running since the first quarter. If you wait until December to get serious, you’re basically showing up at halftime and hoping for a miracle comeback. Spoiler: that’s not a winning strategy.

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.