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My next-door neighbor volunteers as a board member for a local nonprofit organization. She and I were talking while working in our backyards. She asked my thoughts on how to make routine and often boring meetings worth her time and energy.

Her thoughts expressed a frustration that I know too well: board meetings that often feel, well, less than inspiring. As she described the predictable flow and the sense that they weren't truly digging into the meaty issues, a question popped into my head, one that I think holds the key to unlocking more engaging and impactful board sessions.

Maybe you've felt it before. That moment when you're face-to-face with a potential major donor, or standing before your board, or speaking to a community group, and despite your preparation, passion and expertise, you can see their attention drifting. You know your organization's work is transformative. You can recite the statistics. You understand the impact. But somehow, in that moment, the magic of your mission isn't communicated as vividly as you hoped it would be.

I've been there and that is why I’m excited to share some reflections from a book I have read that has helped shape my approach to storytelling. Karen Eber's book, The Perfect Story: How to Tell Stories That Inspire Action and Get Results offers science-based frameworks that are easy to apply to how you tell stories about your organization’s impact and mission in action.

In The Anxious Generation, social psychologist Jonathan Haidt presents a compelling case for how smartphones and social media have transformed childhood—from active, play-based experiences to phone-based, screen-dominated ones. While much of the conversation around the book has focused on youth mental health, Haidt’s research holds deeper relevance for all of us living in an increasingly distracted, hyper-connected world.

As I read, I found myself reflecting not just on childhood, but on adulthood and on how we connect with one another as family members, neighbors, colleagues, and members of a shared community. Haidt’s analysis of how technology rewires our brains and behaviors applies just as powerfully to adults as it does to kids. And in the nonprofit sector, where our work depends on meaningful relationships and shared purpose, those insights feel especially critical.

I’ve been spending an increased amount of time in The Bible over the last couple of years and continue to be struck by how much practical application to donor relations there is in the teaching of Jesus. “Ask and you shall receive” encourages us to approach a fulfiller of needs with faith and diligence. The “parable of the talents” shows the benefit of being good stewards with what has been entrusted to us, namely that more will be entrusted.

Early in my career, I was given a copy of a book which my experienced colleague at the time said would “be the basis for your success.” The book was Designs for Fund-Raising by Harold J. Seymour. Harold (Si) Seymour is considered one of the founding fathers of modern fundraising. His book, originally published in 1966, established many fundamental concepts that still form the backbone of fundraising practice today.

For me, these are the key aspects that remain relevant:

1. The emphasis on relationship-building rather than simply asking for money
2. The importance of thorough planning and strategic campaign design
3. Understanding donor psychology and motivation
4. The cultivation cycle for major gifts
5. The concept of donor stewardship

As we move through the year, nonprofit leaders need to ask themselves: Are we where we hoped to be? These check-ins are about more than forecasting—they are a strategic opportunity.

These are opportunities to not just to evaluate results, but to ask deeper questions about direction, adaptability, and mission alignment. As Tod Bolsinger writes in Canoeing the Mountains, leadership today is no longer about mastering well-worn paths. It’s about stepping into the unknown, “off the map,” where the old tools don’t work, and the terrain requires new vision, vulnerability, and innovation.

Whether you’re ahead of pace or navigating unexpected challenges, this is your opportunity to drop the oars, stop paddling harder in the wrong direction and begin adapting to the real terrain ahead.

The Headwinds

Turmoil and uncertainty leave nonprofit volunteers and staff at a loss. Should we launch our campaign? Should we pause our campaign? What about our annual fund? Where do we go from here where “here” keeps shifting?

“We are going to keep seeing patients. Today, that’s our job. To just keep seeing patients.”

A CEO of a large mental health organization said this to me recently regarding how they are navigating the uncertain federal and state funding waters right now.

She mentioned this as we are launching a strategic planning process with her staff and board.

But one might wonder how can any organization create a strategic plan if they don’t know which end is up right now?

Does culture really eat strategy for breakfast? Peter Drucker's famous quote underscores a fundamental truth: even the most brilliant strategic plans will falter if the organizational culture doesn't support them. But “culture” and “strategy” are not mutually exclusive. In fact, we need to be strategic about culture too.

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: