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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.

For many of us, planned giving seems intimidating—all those complex financial instruments and legal terminology. But here's the thing: the donors you need to reach, especially those born between 1965 and 1980, don't want to hear about charitable remainder trusts on your first conversation either. They want to know how they can make a real difference while being smart about their finances.

Gen X donors are hitting their peak earning years right now, and they will be the primary recipients of the Boomer estates. So, they’re thinking about legacy in ways that might surprise you. Let's break down how to reset your planned giving approach to connect with this unique generation.

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.

December is a busy time in the life of a nonprofit fund raiser. It starts with Giving Tuesday and continues with year-end appeals and gentle reminders for open 2024 pledges. Nonprofit leaders with fundraising responsibilities have a number in their heads: what do I need to raise to meet my year-end goal?

Written By: Kali Righter and Sarah Breece 

With nearly 31% of annual donations coming in December, crafting a strong appeal is essential for your nonprofit organization.

1. Step one is identifying the right story and writing impactful copy.
2. Step two is determining who you will be soliciting and how they will be asked.

Here are strategies to maximize the use of your donor database and wealth screening tools for this process.

The time between Thanksgiving and year-end offers a prime window for fundraising, as people often feel a heightened sense of generosity and motivation to support causes they care about. This season can be a tremendous opportunity to engage donors, share your mission’s impact, and inspire end-of-year contributions. Here are some practical fundraising strategies and tactics to maximize your campaign success during this season:

When the Giving USA 2022 report was released earlier this year, this key finding left many nonprofit professionals concerned: Total dollars given was down 10.5%* to $499.33 billion.

Whether we realize it or not, each of us has been applying data to decision-making processes since our youth. Remember that time you were selected to be the captain of the kickball team? The pressure of selecting the best team rested solely on YOUR shoulders. If you were like me, a million strategic thoughts went through your head as you tried to recruit the best team to ensure you won the game. The first step was evaluating the group of classmates staring back at me. What do I know about them? Are they a fast runner? A good kicker? A good fielder? My friend? After quickly assessing the answers to those questions, the selection process began.