What do you do if your boss disagrees with your fundraising approach?

The initial step is to actively listen to your boss's concerns regarding your fundraising approach. Seek to understand the underlying reasons behind their disagreement, which could be informed by unique insights or information. Demonstrating that you value their perspective fosters constructive dialogue, aiming to align on a shared vision for the fundraiser's success rather than winning an argument.

Here's why listening is your superpower: There might be a hidden gem: Maybe your boss has experience you don't. Their concerns could reveal a potential pitfall you missed. Build trust and rapport: Showing you value their opinion goes a long way. It's about collaboration, not confrontation. Find common ground: Listen actively, then see if you can bridge the gap between your ideas and address their worries. Remember, you're both on the same team! Your goal is a successful fundraiser, not proving who's right. By fostering open communication and understanding their perspective, you can refine your plan and create a strategy that wins everyone over.

Once you understand your boss's perspective, support your fundraising approach with relevant data such as past campaign performance or industry benchmarks. Data-driven arguments are persuasive as they rely on objective evidence. This demonstrates that your strategy is a strategic decision based on solid research, not just a personal preference.

Research is your secret weapon! Many nonprofit executives do not have the time to dive deep into philanthropy research or stay abreast of the rapidly-changing landscape of giving. You are the subject matter expert on fundraising at your organization- utilize professional resources, academic research, and industry publications to build a case that supports your approach to relationship development and fundraising asks.

Solicit feedback to understand their concerns. Address them all, bullet by bullet. Use internal data and external research wherever appropriate. Ask clarifying questions, and concede when you have more research to do! It's okay to say, I am not sure, let me look into that and get back to you. Data is a level-setter. When it's easy to get defensive about your ideas, remember to back it up with data!

Years ago I was a new member of a high performing fundraising team reporting directly to a C-level Exec. Other staff suggested I was about to experience significant "micro-managing" and "control leadership". I adopted an overall strategy of trying to think a step ahead, to truly understand how this Exec operated, and when opportunities arose to discuss strategy and tactics, I came prepared with three options or paths. My preferred path, their anticipated preferred path, and a path somewhere in the middle that would blend elements of what we both thought was the way forward. This proactive approach to conflict resolution was very effective. I may not have always emerged with approval for all my ideas, but we worked well together.

In advertising we took a similar approach with the client. Offer a medium, hot and spicy. Spicy was to show them you could be out there and creative (they wouldn’t buy it but if you didn’t preset it they lost faith in your creative abilities). Medium was what you wanted to execute and mild was what they would likely buy. So lesson was never show them a too basic mild- it would be ineffectual after they got hold of it and you needed to want to execute. So similar.

If your boss isn't convinced by the data, propose alternative fundraising strategies that align better with their vision or concerns while still achieving the same goals. Offering options demonstrates flexibility and preparedness for various outcomes.

I’m advertising we took a similar approach with the client. Offer a medium, hot and spicy. Spicy was to show them you could be out there and creative (they wouldn’t buy it but if you didn’t preset it they lost faith on your creative abilities. Medium was what you wanted to execute and mild was what they would likely buy. So lesson was always don’t show them a too basic mild- it would be ineffectual after they got hold of it and you needed to want to execute. So similar.

Seeking feedback is essential in resolving disagreements. Ask your boss for specific input on improving your fundraising approach. This collaborative approach shows respect for their expertise and fosters ownership in the strategy, increasing support for the final plan.

To build consensus, compromise may be necessary. Integrate your boss's feedback into your fundraising plan by finding common ground. This could involve adjusting timelines, shifting focus areas, or reallocating resources while keeping the organization's mission in mind.