What are some effective ways to manage stress in fundraising?

Once you stand up a fundraising program and the fundamentals are in place, remember it is a long game not a race. Follow your plan, be consistent and genuine. Behind every gift is a caring person or family taking an action to help others. Bask in gratitude for the gifts that are made and, during stressful times, draw from the resiliency and grit of your clients and program staff.

Being transparent about your challenges to both your colleagues and your supervisor can result in getting the support you need and giving your office clarity about the appropriate workload for employees.

One the things I find useful to do to manage my stress in fundraising is preparing a prospect list of donors; categorizing it by geographic and thematic focus and previous engagements with such a donor. This way, one can determine ahead of time the likelihood that the fundraising exercise is likely to yield. It is one way to identify and prevent stressors.

I manage end-of-year stress by remembering what our profession is all about: relationships! When you are feeling overwhelmed, mark some time on the calendar to call 3 of your favorite donors. Thank them for their commitment to the work, ask them what has recently inspired them, and enjoy the time to learn something from a trusted partner. Take the calls walking in the fresh air and sunshine if possible. I assure you that you will feel invigorated in the work and ready to start afresh.

Be intentional and do not allow the "shiny object" to interfere with your strategy. Staying focused and understanding the field of fundraising is not a sprint but a marathon helps you and those around you to manage expectations. Expectations that are manageable and clear goes along way in stress management.

3 Moves = stress relief that works for me: Step away even for 5-10mins - do anything but work. Commit to shutting down by a particular time - earlier end to your day to regroup for another day. Write out what needs to be done which I find helps you to feel less pressure when there's a plan to tackle it all.

This may seem like an unusual response but it proved to be beyond effective for me. Both the use of and the cultivation of nervine herbs has offered me a unique and effective way to manage these challenges. First, there are the therapeutic aspects of horticulture, in which I found a powerful ally in my battle against stress. Spending time tending to and nurturing nervine herbs not only provides a calming and grounding activity but also connects us with the natural world. What makes it even better is that these herbs contain botanical compounds known for their stress-relieving properties which can help alleviate tension, promote relaxation, and improve overall well-being. No surprise that I now own a commercial herb farm.

Carve out time in your life for your passions. Nurturing a passion makes you an energetic, inspired and interesting person. When you sit down with a donor and talk about their values and interests, you are more likely to have something in common.

Practicing self care is essential. In my experience, in addition to all of the above, practicing self care helps us to show up more authentically, and inspire others with your cause.

In the dynamic world of fundraising, self-care isn't just a luxury; it's your secret weapon. Beyond the surface of sleep, nutrition, and exercise lies a profound truth: understanding your core motivations. This is the first exercise we undertake when we take on a new client, we embark on a value proposition journey with founders, uncovering the authentic drivers behind their fundraising quest. Im looking to identify the real driver behind their goals ensuing it's not just about money or ego; it's about anchoring to a purpose that fuels resilience in tough times. Because in the fundraising game, a robust mental and emotional foundation isn't just a luxury—it's the key to sustainable success

We create a ‘Magic Plan’ where we create a plan of how to reach our annual target. We create a column for guaranteed/ yearly/ monthly donations plus a pending list. We leave a line open for surprises. The next area we focus on is the strategies and campaigns we will create and use to fund the remaining, plus the preferred platform for this. Doing this at the beginning of the financial year is key and holds the team accountable.

At this point in my career, I will not take a job if I’m not allowed to set the fundraising goals. Having the CEO and the board do it without consulting, the fundraising team is a recipe for failure in my opinion. Make your plan, put your heart into it and then release any anxiety about the results. You can’t make people give you can just do your best. And to be clear, obviously an amount can be suggested by the board. But if you can’t show how you’ll get there in the spreadsheet, (looking at history and current situations) that is just playing pretend. I learned early in my career what happens when you agree to unrealistic goals and then sometimes catastrophic results ensue.

Enjoy the conversations and the people you meet along the way. Celebrate the wins, big and small. Don't wallow in the declines. They are not personal. Chocolate!

Our team has dance parties when we hit certain milestones. These are quick, one-song dance parties where the person responsible for hitting each goal gets to pick the song and everyone participates. This creates laughter, celebration, opportunity to move, and motivation to hit the next goal. It also builds a stronger team. It works for us, each organization has to find what works for them.

Share your challenges with board and staff. Engage with them in how they can support getting to success. Ask for help. Most board members want actions they can take, and they also want staff to be successful.

For me, this is the “secret” sauce. All of the stress factors arise from the fear that the funding won’t be there. The fear is rooted in either a) unreasonable promises made by the grantee, or b) unreasonable expectations of the funder. When you can establish a foundation of trust and shared understanding, all of those factors can be mitigated.

I've found it is important to meet with prospective partners and hear what their goals are first, long before I even pitch my company's needs. It is also important to treat each client as a partner with whom you are trying to reach a mutual goal. Partners should be given options that match their needs and target audience. Also, don't rush. Give them options and suggest a follow up meeting. This is a sign of respect that will often make it easier to close a deal.

With my engagement in fundraising activities, I’ve realised that effective communication is very important. Communication amongst colleagues helps to make realistic plans and ensure their implementation. Also, when communication is effectively done, it increases the chances of getting donors. For example, when people understand why the funds are being raised, they are motivated to support the cause. Effective communication can never be underestimated.

Communication, especially in nonprofit fundraising, is a busy two-way street. You must be just as effective at listening as you are at giving information, if not more. Exceptional versus selective listening skills can really lessen workplace stress. When you think about it, most miscommunication occurs when something goes unheard as opposed to unsaid. To begin utilizing two-way communication more effectively, start confirming what was shared by repeating it back. That way, it’s clear to the messenger that you heard exactly what they said. Additionally, if something said is heard but not understood, you can then ask for further clarification.

I agree with the listening. It isn't always about what can we get, its what can we give and how can we work together toward our goal, deadline, and perceived results.

Know your goal and where you are headed but focus on taking one day at a time. The work will get done with this focused energy and attention, and a shutoff on evenings and weekends to refresh and reenergize. Speak when overwhelmed! It is responsible people and project management to say I need help to stay on track. Manage up and delegate!

With 20 years in family office investment, I've learned to see fundraising's feedback and failures as growth opportunities, not setbacks. Viewing them constructively, not as criticisms, helps identify strengths and weaknesses, refine strategies, and foster resilience and adaptability, which are vital in fundraising.

There is so much to learn from moments of failure, if you are willing to sit in the temporary discomfort and identify opportunities where you could have done better. We are all a work in progress but often expect perfection from ourselves and others. I also think we do best when we fail fast rather than drag it out, trying to bandaid situations. Having a trusted group of friends or teammates helps you better receive feedback and hold you accountable moving forward.

Absolutely, learning from feedback and failure is crucial in fundraising. It's important to view these experiences as opportunities for growth and improvement rather than as setbacks. By analyzing feedback and understanding the reasons behind failure, fundraisers can adjust their strategies and actions to enhance their performance in future fundraising efforts. This approach not only fosters personal and professional development but also contributes to overall success in fundraising endeavors.

Success is not final and failure is not fatal. The best experiences are gained from mistakes that one commits and converts them to success

In my recent gala planning experience, I leaned hard on the advice of peers in the nonprofit sector. When I was feeling at a loss in the midst of the planning/campaign process - I reached out to a cohort of other CDOs that I met with regularly. Their ideas truly catapulted my next steps in our invitation strategy. Ask for help when you need it!

Leverage, leverage, leverage! Everyone has a network. As a fundraiser, leveraging the relationships of those around you is key for success and to maintaining your sanity. The success of your role is determined in part by how well you leverage your board, your CEO, volunteers and team members, and their networks. You don't have to do this work alone. It's also critical to involve those that you serve--recipients of your programs and services--in your fundraising strategy. Those willing to share how your organization made a difference in their lives, often have a unique perspective, which can magnify your mission, create buy in, and garner more financial support for increased community impact.

Seeking support and guidance is vital in managing stress, especially in the demanding field of fundraising. Your network can offer valuable insights, advice, and encouragement, helping you navigate challenges and maintain a healthy balance. Their perspectives can provide fresh ideas and approaches, easing the burden and boosting your confidence. By reaching out and sharing your experiences, you not only alleviate stress but also strengthen your relationships, creating a supportive community that aids in your personal and professional growth.

In my experience fundraising can be a collaborative effort, so seeking support from other team members, volunteers, or professionals in the field is very helpful. Also, networking with other nonprofit organizations can also provide valuable support. When I partner with other organizations for fundraising events and sharing the workload, the stress feels less stressful. We are in this together. ??

From my professional experience, mastering the entire grant application process is a rare feat. You may excel in specific areas, yet time constraints can hinder your ability to devote adequate attention. In such instances, engaging a subject matter expert proves beneficial. This approach ensures completion of the process with quality, effectively alleviating stress.

Find community. Having people around you who deeply understand and have experienced what you are facing makes all the difference.

Listening is critical in fundraising... when building relationships with your donors, it's critical to use your listening skills to understand what your Donor cares most about -- how they would most like to make an impact. With this information, you can then align their passion with your needs, in order to craft an ask that truly intersects their goals and your needs.

Three practices I’ve found effective are: 1) Understand and articulate the value your organization adds to donor’s stated mission and strategic objectives. 2) Where possible, build a professional rapport with the most relevant staff member. 3) View “declinations” as a not-right-now rather than no forever. It is often possible to deepen understanding of the funder’s priorities, alignment with your work, reapply and secure the funds needed.