What I Wish They Had Told Me as an Entry Level Fundraiser

The things I wish I had known, or was told when I began fundraising. Maybe it will help you too! 

1. Fundraising is NOT just asking for money. 

When people think of fundraising they probably think of the big nonprofits with teams of people dialing for dollars, but in reality, regardless of organization size, fundraising is much more than just asking for money. Particularly for those of us at small and medium-sized grassroots nonprofits, the mission is everything—before administration, marketing, finance, and staffing—mission is key. 

Our organizations have numerous ways of communicating our mission and expressing the need—both for the populations we serve, and the organization itself. Fundraising is not meeting a donor for lunch and leaving with $5,000. It is meeting for lunch, leaving an impression, building a relationship, and waiting for that $5,000 gift in two weeks, or at the next event. 

2. YOU will not be successful alone. 

There is a common misconception among many volunteer board members that the fundraising director is the reason for it all. Sure, we have the innovative ideas, the new game changing techniques, AI, marketing strategies, psychology, things that move the needle—but it takes a team to raise money. If your organization has 50 staff, and one of them, who has no real dealings with fundraising, upsets a volunteer, who tells their network about their experience, and ultimately stops giving, YOU, the fundraising director, are now responsible for remediating the staff member's actions. On the flip side, if a fundraising event goes well, you may have been the one to arrange the event, secure the auction items, select the music, coordinate the videography, and invite the guests, but without the board and the executive director there to be the face of the organization, the event wouldn't have been the success that it was. Everyone should be working together towards shared goals and always aiming to do better. 

3. Fundraising culture is crucial.

You just started as fundraising director. You’re tasked with annual appeals, donation events, and fundraisers—but the staff don’t always understand why you expect professionalism, politeness, and genuine engagement. Similar to my last point, the organization must embrace a culture of fundraising. Everyone—leadership, support staff, and volunteers—needs to understand that every interaction matters; you never know who the next person knows. Culture is more than a smile or avoiding cursing; it’s the foundation for everything we do. When everyone is aligned and working for the right reasons, fundraising becomes a shared mission, not just a series of tasks.

4. Buy the ink pens. 

In my role, I manage fundraising, business development, and marketing—and the budgets are all lumped together. When funds are tight, it can be tempting to hold back, but sometimes going slightly over budget is the only way to get the marketing materials and handouts you need for an event. These events do more than just “raise awareness”; they educate the community about your mission and the work your organization is doing. The classic marketing adage applies here: “you have to spend money to make money.” If you don’t come prepared, you won’t make an impression—and if you don’t make an impression, the conversation never reaches the people who matter. That pen, wristband, sticky note, or bag clip isn’t just a trinket—it’s a conversation starter. Be the conversation. Buy the ink pen!

5. Say no!

When I first started, I said yes to everything—every lunch, every event, every reception, every lunch and learn. I was young; I still am, but I had just moved to the city and I wanted to fit in. I had to realize quickly that my time was valuable. After one specific lunch and learn, I left with nothing valuable to report back to my team about how what I learned could be connected to our organization. It was at that point that I realized that attending every single educational opportunity wasn't doing us any good. Learning is a wonderful thing, but it has to truly make a difference. Not every meeting has to be had. I had to learn to get direct with my time, look through donors carefully, and find the ones that truly had a heart to give. Find the time to say no, the yes's will come a lot easier if you do. 

6. Use the tools. 

No CRM tool? No donor search tool? No volunteer management system? You are leaving money on the table. Our CRM costs $8,000 a year—but it pays for itself over and over. Gone are the days of jotting notes on scattered Post-its. I live by our CRM: it organizes meetings, streamlines interactions, and makes the work manageable—and even enjoyable. The tools we use aren’t just software; they are extensions of our relationships. I frequently call on board members, trusted community partners, and others when discussing donor relationships. The people I trust with donor information know the donors, understand the context, and help me do my job better every day.

7. Committees are great, if you use them!

When you're first starting out in nonprofits, you'll hear a lot of different opinions. One development director told me, "Committees suck, I hate using them.” Another would tell me, “I live with my committee, they are everything I need to do my job.” Both are right. Both are wrong. Committees are wonderful, but only if used correctly. Here are some quick tips for establishing a great committee.

• Keep it small. I never utilize a committee with more than 10 people.
• Ensure you and your committee chair are on the same page!
• Keep up with your committee members.
• Manage your members' tasks. Rogue members can be a problem
• Be prepared for anything!

When I first joined the nonprofit sector, I was under the impression that I did fundraising, but as the director of development, I realized I had to be prepared for questions that really weren’t in my department. Be prepared! I learned fast to know what was going on in my company, from staffing changes, to board changes, to program details, etc. I had to learn that in order to sell the organization I had to know all parts of the organization.