Strategic Fund Development: Building Profitable Relationships That Last, Third Edition

Fundraisers and Power

One of the greatest challenges to effective (and good as opposed to bad) leadership is the nature and use of power. Fundraisers—development professionals—have enormous power within an organization. You control a revenue stream.

Some people suspect (and surely hope) that you have ready access to money. Maybe you print it in the basement during the darkest hours of the night. Maybe you have a secret stash of rich donors who give whenever you beckon. Maybe you know the mythical recipe and the special ingredients to get however much money whenever for whatever.

Of course, that’s not true. You don’t print the money in the basement. There’s no secret stash of rich donors. And the mythical recipes are just that, myths. The truth is much easier and more difficult, both at the same time.

Nonetheless, fundraising professionals have enormous power. Why? Because you should know the body of knowledge. You should be an organizational development specialist. You really, really should be a change agent. And hopefully you are willing and able to take the risks6 required of a change agent. (I know, lots of shoulds in the previous sentences. And I do try to avoid that word. But right now, I’m talking to you and me and there are some shoulds for us.)

Your power resides within the body of knowledge, experience, and expertise. Your power resides in your courage and commitment, and all that means leadership.

So the question is: How do you relate to this power? Think of all the other ...