by Chanel B. Heckstall
Independent Consultant

When I look back on the moments that have shaped my career, a pattern emerges.

They all started when I raised my hand.

Not because I felt completely prepared. Not because I had every answer. And certainly not because I knew exactly where the opportunity would lead.

I simply said yes.

Over the past year, serving on the AFP-NYC Board and co-chairing the Emerging Leaders Collective has given me more of those moments than I expected. I walked into rooms where I admired nearly everyone at the table and wondered whether my voice belonged there. I have joined panel discussions, helped plan events, and worked alongside fundraisers whose experience and generosity continue to teach me. Each opportunity stretched me in a different way, and each reminded me that growth rarely arrives with a sense of readiness. More often, it begins when we step forward while still feeling unsure.

One of those moments came when I decided to pursue a leadership role with AFP-NYC. If I'm honest, there was a part of me that wondered whether I had enough experience to contribute at that level. Like many professionals, I compared myself to people whose careers I admired and questioned whether I belonged in the room. But I raised my hand anyway. What I discovered was that leadership is not about having the longest résumé or the loudest voice. It is about showing up, contributing your perspective, and being willing to learn. Serving on the Board has expanded my network, challenged my thinking, and given me opportunities to grow in ways I never anticipated when I first said yes.

That realization has stayed with me because, as fundraisers, we spend our careers asking others to believe in possibility. We invite donors to trust a vision, support a mission, and invest in impact that may take time to unfold. Yet I have not always offered myself that same generosity. I have waited for more experience, more confidence, or a clearer sign that I was ready. Some of the most meaningful opportunities in my career came when I stopped waiting for certainty and chose to participate.

I have learned this lesson repeatedly. Every time I volunteered for something new, joined a committee, contributed an idea, or asked a question in a room where I felt a little out of place, I have grown. None of those moments came with a guarantee that I would succeed. They simply offered me the chance to learn by showing up.

The truth is, I have rarely felt completely ready before stepping into something meaningful. I have learned that readiness often comes after the yes, not before it. Waiting until we feel fully prepared can keep us from the very experiences that build our confidence, deepen our skills, and open doors for others.

It has made me more aware of who is invited into those rooms and who may still be standing just outside them, wondering if they belong. Our organizations, communities, and profession are stronger when more people bring their perspectives to the table, especially emerging leaders and individuals whose experiences may differ from the voices already present.

I know how much an invitation can matter because I have benefited from many of them. Mentors, colleagues, and leaders have encouraged me to step into spaces that felt unfamiliar before I saw myself there. Their belief helped me see possibilities I may not have recognized on my own. Whether I was applying for a leadership opportunity, serving on a committee, or taking on a new challenge, that encouragement made a difference.

Today, I understand that part of leadership is extending that same encouragement to others.

That is why I believe one of the responsibilities of leadership is to extend that same encouragement to others. We create pathways for the next generation of fundraisers when we mentor, volunteer, share what we know, and invite people into conversations where they may not yet see themselves.

Sometimes all someone needs is an invitation.

I am grateful for every opportunity that pushed me beyond my comfort zone. Each one taught me something about leadership, service, and myself. More importantly, each connected me with people who challenged me to grow and reminded me that leadership is not about having all the answers. It is about being willing to learn in public, contribute what you can, and keep showing up.

My hope for anyone reading this is simple: don't wait until you feel ready.

Speak up in the meeting.

Share your perspective.

Take the chance.

Because growth rarely begins when we have all the answers. In my experience, it begins in the smaller, quieter moment when we decide to raise our hand.

So, the next time an opportunity presents itself, I encourage you to do one simple thing:

Raise your hand.

You never know where it might lead.

Chanel B. Heckstall is a Harlem native and fundraising professional with more than a decade of experience in donor relations, development operations, annual giving, and special events. She currently serves on the Board of Directors for the Association of Fundraising Professionals New York City Chapter, where she co-chairs the Emerging Leaders Collective and is committed to supporting the next generation of fundraising professionals. Chanel is a proud alumna of Hampton University and Public Allies New York. She is passionate about building meaningful relationships and creating opportunities for others to grow.

Outside of her professional work, Chanel is entering her 11th year as a Girl Scout Troop Leader, leading one of the largest troops in Manhattan. She enjoys reading, building Legos, and trying new cuisines with family and friends.

by Jennifer Vitale
Customer Success Manager, RelPro

Development teams today have access to more information about donors, executives, corporations, and community leaders than ever. The challenge is using data to identify which relationships matter most and acting on those insights effectively.

For decades, fundraising development has largely centered on donor records, wealth screening, event attendance, and personal networks. Those tools remain important, but they don’t provide a complete picture of opportunity.

Today’s donors, corporate leaders, foundation trustees, and community influencers leave behind a rich trail of professional and organizational connections. Executive appointments, board service, business expansions, mergers and acquisitions, philanthropic affiliations, and professional networks all offer clues about who may be positioned to engage with an organization’s mission.

Facing increasing pressure to do more with limited resources, many teams are embracing relationship intelligence: professional, organizational, and philanthropic connections, to uncover, prioritize, and strengthen engagement opportunities.

The shift is subtle but significant. Rather than asking only who has capacity, organizations are becoming more adept at understanding who has affinity, influence, access, and meaningful connections to their cause.

That broader view helps development teams uncover opportunities that traditional prospecting methods often miss.

Looking Beyond the Donor Database

Many fundraising systems are designed to capture what has already happened. Gifts received. Meetings completed. Events attended. However, fundraising opportunities often arise outside an organization’s database.

A long-time supporter joins the board of a growing company. A local executive receives a promotion that expands her philanthropic influence. A business leader relocates to a new market and begins seeking opportunities for civic engagement. A company launches a workforce initiative that aligns closely with a nonprofit’s mission.

These developments may never appear in a donor management system unless someone is actively looking for them.

Relationship intelligence helps fundraisers identify these moments and understand them within a broader context. Instead of approaching prospect research as a periodic exercise, organizations can develop a more dynamic view of the individuals and institutions connected to their mission.

This approach has become particularly valuable as donor participation remains under pressure across the sector.

According to the Fundraising Effectiveness Project's Q1 2025 report, total fundraising revenue increased 3.6% year over year, even as donor participation declined 1.3%. Retention also slipped slightly, from 18.3% to 18.1%, reinforcing concerns about long-term donor engagement across the sector

For development teams, that reality raises an important question: how can organizations deepen relationships with the right people rather than simply expanding the volume of outreach?

The Corporate Giving Opportunity

Corporate fundraising provides one of the clearest examples of how relationship intelligence can improve results.

Many nonprofit organizations still approach companies through sponsorship requests or broad partnership pitches. While those strategies can generate support, they often overlook the factors that shape corporate decision-making.

Companies do not give in a vacuum. Philanthropic investments are frequently influenced by business priorities, leadership interests, employee engagement goals, community presence, and industry dynamics.

A company entering a new market may be seeking opportunities to establish local community connections. A financial services firm may be expanding volunteer initiatives for employees. A newly appointed CEO may bring fresh philanthropic priorities.

When fundraisers understand these developments before making contact, conversations become more relevant and more strategic. A clear understanding of both organizational missions and business objectives leads to successful corporate partnerships. Data helps illuminate where those interests intersect.

Finding Affinity, Not Just Capacity

Major gift fundraising has traditionally relied on a combination of wealth indicators and personal referrals. Both remain valuable, but capacity alone rarely predicts engagement.

Many donor relationships begin with shared experiences, professional affiliations, geographic ties, or personal connections to a mission. Relationship intelligence allows organizations to uncover those points of alignment more systematically.

One development leader has adopted a more intelligence-driven approach to prospecting by looking beyond traditional donor lists and wealth indicators.

In addition to identifying high-net-worth individuals, he focuses on understanding philanthropic affinity by researching donors who have supported similar causes and organizations. Rather than evaluating solely based on capacity, he uses RelPro to look for evidence of existing interest and engagement that may signal a stronger connection to the mission.

In corporate fundraising, his team monitors signals related to corporate philanthropy, charitable giving, and social responsibility initiatives to identify organizations that may be actively exploring community partnerships. This enables timely outreach around emerging business priorities rather than relying on broad sponsorship requests.

Equally important is the ability to stay informed about changes within companies and leadership teams. Ongoing alerts about executive appointments, organizational developments, and other significant events provide opportunities for more relevant conversations. These touchpoints help strengthen relationships long before a fundraising ask is made.

The result is a more focused approach to fundraising, prioritizing alignment, timing, and relationship context alongside traditional donor research.

Making Better Use of Limited Resources

Perhaps the most practical benefit of intelligence-driven fundraising is improved focus.

Most nonprofit organizations operate with finite staff capacity. Development officers are expected to manage portfolios, steward donors, support events, pursue corporate partnerships, and contribute to strategic planning, often simultaneously.

Under those conditions, time becomes one of the organization’s most valuable assets.

Analytics can help leaders prioritize opportunities based on relationship strength, engagement potential, organizational alignment, and timing. Rather than treating every prospect as equally likely to convert, teams can make more informed decisions about where to invest their attention.

Intelligence in Service of Relationships

Some fundraising professionals still view data and relationship building as separate disciplines. The strongest organizations are treating them as complementary.

Data cannot replace trust. Analytics cannot create a compelling mission. There is no substitute for authentic stewardship and meaningful engagement.

Relationship intelligence gives context that helps fundraisers understand their communities more deeply, revealing connections and emerging opportunities before they become obvious to engage prospective supporters with greater relevance and context.

As nonprofits compete for attention, resources, and donor loyalty, those connections are critical. Organizations that can translate those insights into meaningful engagement will be better positioned to build lasting support in an increasingly competitive philanthropic landscape.

Jennifer Vitale is a Customer Success Manager at RelPro, bringing experience in Sales, Marketing, and Relationship Management.

Prior to joining RelPro, Jennifer worked as a Salesforce Recruitment Consultant where she specialized in business development, and sourcing quality candidates for clients across several industries. Jennifer also consulted clients on best practices relating to Salesforce implementations and integrations. Prior to Jennifer working within the recruitment industry, she was involved in the marketing and production of large scale global conferences during her time working for Quality Event Management.

Jennifer received a Bachelor of the Arts in Communication Studies from the University of Rhode Island.

by Liza Boffen-Yordanov, CFRE
Vice President of Individual Giving, Girl Scouts of the USA

With nearly 30 years in fundraising, I’ve been inspired by each global mission of the organizations I’ve served. Every cause has deepened my understanding of the power of collective action and generosity—inspiring me to stay curious and hopeful, while continuing to advocate for change that lifts individuals and communities.

People First, Always

I entered the fundraising profession because I’ve always been motivated by work that creates real, lasting impact. Originally coming from the alumni side of the house, connecting donors with opportunities to change lives felt like a natural expression of that purpose. I quickly saw how strategic philanthropy can transform organizations and communities. 

Added to that, being a first-generation college graduate profoundly shaped how I view opportunity and responsibility. I navigated higher education without a built-in roadmap, and I understand how transformative every scholarship, mentor, and support program can be. Seeing long-term impact grow from a spark of donor belief is incredibly meaningful to me. 

This perspective has stayed with me throughout my career. I’m most proud of the moments where I can see connections of philanthropy directly remove barriers. From opening doors for students who might not otherwise have resource access, to strengthening programs that support underrepresented communities, to creating spaces where people feel seen and valued.

While my career has taken me across continents and sectors, this lesson has remained constant: When you invest in people, entire communities benefit. Across every organization I’ve served, from global universities to Girl Scouts, the common thread is access. Access to education, opportunity, health, and to the networks that make lasting change possible. 

Whether supporting students, patients, or young girls, the work is about unlocking potential and building pathways that didn't exist previously. 

CFRE: A Network of Ideas and Support

As my career progressed, I decided to earn the CFRE because of the power and recognition of the certification. It’s brought a level of professional credibility and trust to my work with donors and colleagues. It also reinforced my commitment to ethical fundraising and solidified my credibility in the field. That credibility helped open doors, deepened relationships, and created the confidence I needed for transformational giving.

The way I see it, fundraising, at its best, connects generosity with possibility. It’s about helping donors see themselves as partners in change, and ensuring those partnerships are intentional, equitable, and sustainable.

Earning my CFRE sharpened both my strategic approach and my ability to build trust. These two factors are critical when leading complex, high-impact fundraising efforts.

In my work leading advancement teams across global institutions, I’ve seen how applying CFRE principles, particularly around ethical practice, donor-centered strategy, and long-term relationship building, strengthens results. In campaign environments, these principles have translated into more disciplined planning, stronger alignment between institutional priorities and donor interests, which ultimately leads to greater philanthropic investment and impact.

The CFRE is powerful because it transcends industry-specific sectors. Whether you’re working in education, healthcare, human services, or international NGOs, the core principles of ethical, effective fundraising remain the same.

Ultimately, CFRE reinforces that fundraising is both an art and a discipline. It supports fundraisers in being more strategic and agile, so that no matter the mission, we can build stronger relationships and drive greater impact.

Liza Boffen-Yordanov, CFRE, is Vice President of Individual Giving at Girl Scouts of the USA, in New York, New York. She earned CFRE certification in 2008 and currently serves as a 2026 CFRE Ambassador.  

by Jenn Moore
VP of Advancement, Good + Foundation
AFP-NYC Chapter President

As this issue of Fundraising Matters reaches your inbox, many of us will be gathering for Fundraising Day New York, AFP-NYC's flagship conference and one of the largest gatherings of fundraising professionals in the country.

Fundraising Day always reminds me of something we often overlook: the importance of our professional community.

In a profession built on relationships, it's easy to focus all of our energy outward—on our donors, volunteers, board members, and supporters. Yet some of the most valuable relationships we build are with one another.

That is what makes Fundraising Day so special.

For one day, more than 1,100 fundraising professionals come together to learn, share ideas, challenge one another, and strengthen the connections that help sustain us throughout the year.

My sincere thanks to Conference Chair Erica Joy West, the Fundraising Day Steering Committee, our volunteers, sponsors, speakers, and the many others who have spent countless hours bringing this year's event to life. Their dedication creates the space for these connections, conversations, and moments of learning to happen.

I'm also excited to welcome our keynote speaker, Barron Segar, President and CEO of World Food Program USA. Throughout his career, Barron has led organizations tackling some of the world's most pressing humanitarian challenges while driving extraordinary fundraising growth. At a time when many nonprofit leaders are navigating uncertainty and rapid change, I look forward to hearing his perspective on leadership, innovation, and impact.

As I prepared for this year's conference, I found myself thinking back to my first Fundraising Day.

I remember walking into a room full of fundraisers and feeling two things at exactly the same time: completely overwhelmed and incredibly hopeful.

Overwhelmed by the sheer number of people, ideas, sessions, and possibilities. Hopeful because, for the first time, I was surrounded by people who cared deeply about making the world a better place.

And perhaps more importantly, people who understood what I did for a living.

As fundraisers, we spend a surprising amount of time explaining our work. We explain that fundraising is not simply asking for money. We explain that it is relationship building, strategic planning, stewardship, storytelling, volunteer engagement, and often a healthy amount of diplomacy.

Yet when fundraisers gather together, none of those explanations are necessary.

Everyone understands.

There is something uniquely powerful about being in a room with people who immediately understand the excitement of a transformational gift, the challenge of a difficult board conversation, the pressure of an ambitious campaign goal, or the satisfaction of seeing a mission advance because of a donor's generosity.

That sense of shared understanding is one of the reasons AFP has remained such an important part of my professional journey.

And perhaps that sense of community matters even more today than it has in a long time.

Across our sector, organizations are navigating significant uncertainty. Many are facing shifting funding landscapes, changing donor expectations, staffing challenges, and growing demand for services. Leaders are being asked to make difficult decisions while continuing to advance their missions. Fundraisers are helping organizations navigate change in real time, often without a clear roadmap for what comes next.

In moments like these, it can be tempting to focus solely on the work directly in front of us. There is always another proposal to submit, donor meeting to schedule, campaign to launch, or report to complete.

But one of the lessons I have learned throughout my career is that professional community is not a luxury. It is an essential part of our effectiveness and our resilience.

The strongest fundraisers I know rarely work in isolation. They seek out colleagues who can challenge their thinking, share ideas, offer perspective, and provide encouragement when things become difficult. They understand that some of the most valuable solutions emerge not from a webinar or a textbook, but from a conversation with another fundraiser who has faced a similar challenge.

Earlier this year, at AFP-NYC's Annual Meeting, I shared one of my favorite mottos: "The only way out is through."

The more I reflect on that phrase, the more I believe it captures the spirit of our profession.

Fundraisers do not wait for perfect conditions.

We build relationships through uncertainty.

We inspire generosity through uncertainty.

We move missions forward through uncertainty.

And we do so because we believe deeply in the organizations and communities we serve.

Most importantly, we do not navigate those challenges alone.

Whether you attended Fundraising Day this year or not, my hope is that you continue to invest in your professional community. Introduce yourself to someone new. Share a challenge. Offer a perspective. Be generous with your experience.

Because while strategies, technologies, and trends will continue to evolve, one thing remains constant: our profession is strongest when we learn from one another and support one another.

In uncertain times, community is not a luxury. It is one of our greatest strengths.

I look forward to seeing many of you at future AFP-NYC programs and events throughout the year ahead.

Jenn Moore is the VP of Advancement at the Good+Foundation where she leads the strategy and implementation of all development, marketing and public relations activities. With deep experience in fundraising and nonprofit leadership, she held previous development leadership roles at Scratch Foundation, DoSomething.org, the SIFMA Foundation and Young Audiences New York. Jenn is the incoming President for the Association of Fundraising Professionals-NYC Chapter where she has been an active board member since 2017. Jenn received an MS in Nonprofit Leadership from Fordham University and a BFA with Distinction from The Ohio State University.

by Lynsie Slachetka
Founder and Chief Digital Officer
aJuxt Media Group

For years, nonprofit marketing strategy has centered around a simple goal: get the click.

We have built campaigns designed to drive traffic to our websites, capture attention, and convert visitors into donors, volunteers, and advocates. Click-through rates and website sessions have long been treated as primary indicators of success.

But that model is changing in a fundamental way.

We are now operating in a zero-click environment, where audiences increasingly get what they need without ever visiting a website. Search engines surface direct answers. Social platforms prioritize content that keeps users engaged on-platform. Emerging AI tools summarize organizations and causes before a user ever reaches a homepage.

For nonprofits, this is not just a digital marketing shift. It is a structural change in how awareness, trust, and influence are built.

What Zero-Click Content Means

Zero-click content refers to content that delivers value immediately within the platform where it is consumed. Instead of requiring a user to take another step, the content itself becomes the experience.

A social post may fully explain a mission. A short video may communicate impact in its entirety. A search result or AI-generated summary may describe what an organization does and why it matters before a user ever clicks through.

At first glance, this shift can feel like a loss. Fewer clicks can mean fewer measurable conversions and less control over the user journey. It challenges reporting systems that have long relied on website traffic as a proxy for engagement.

However, focusing only on what is lost misses what is being gained.

From Traffic to Presence

The real shift is not from clicks to nothing. It is from traffic to presence.

Nonprofits must begin asking a different question. Instead of asking how to drive people to a website, the better question is whether the organization is showing up in the moments where decisions are being formed. Increasingly, those decisions happen before a click ever occurs.

When a potential donor searches for causes to support and sees a curated list of organizations, inclusion in that moment matters. When someone scrolls through social content and encounters a clear explanation of a mission, an impression is formed whether they click or not.

Visibility is no longer defined by traffic alone. It is defined by how consistently and clearly an organization appears where attention already exists.

Why This Shift Matters for Nonprofits

This shift is especially important for nonprofits because the work is rooted in belief. Unlike traditional brands focused on transactions, nonprofits are building trust, clarity, and emotional connection.

Zero-click environments accelerate this reality. Trust is increasingly shaped by platforms and algorithms that determine what information is surfaced. Organizations that consistently appear as credible and relevant sources gain authority, even without direct interaction.

Clarity becomes essential. Both people and algorithms scan quickly for meaning, which means a mission must be understandable almost instantly. If it takes too long to explain what you do, you may already be overlooked.

Consistency also matters more than ever. Every touchpoint, whether on social media, search, or AI-generated summaries, contributes to how your organization is perceived. And emotional resonance must happen faster. In many cases, there is only one moment to connect.

In a zero-click environment, the traditional engagement journey compresses into a single impression.

The New Reality of Digital Platforms

It is understandable that many nonprofit teams feel frustrated by declining reach, lower click-through rates, and shifting performance metrics. These changes can feel like a loss of control.

In reality, they reflect how platforms are designed.

Social networks prioritize keeping users within their ecosystems. Search engines aim to provide immediate answers. AI tools synthesize information for speed and convenience. In this environment, content that requires a click is often deprioritized in favor of content that delivers immediate value.

This does not mean nonprofits should abandon their websites or long-form storytelling. It does mean rethinking the role of content within a broader ecosystem.

Rethinking Content Strategy

Instead of treating content as a preview that leads somewhere else, nonprofits must begin treating it as the primary experience.

When an organization shares a story, that story should stand on its own. When impact is communicated, it should be complete in the moment it is seen. When someone encounters the organization for the first time, they should not need to click to understand its purpose.

This requires a shift in mindset. Content is no longer just a pathway. It is the message itself.

In practical terms, this means prioritizing clarity over complexity and immediacy over depth when appropriate. It means ensuring that every piece of content is capable of standing alone while still connecting to a larger narrative.

Rethinking Success and Measurement

This shift also requires a different approach to measurement. Clicks are easy to track, report, and compare. Influence is not.

Nonprofits have always operated in spaces where not everything that matters can be captured in a dashboard. Awareness, trust, and perception have long been critical to long-term success, even when they are difficult to quantify.

In a zero-click environment, these signals become even more important. Increased brand recognition, stronger engagement with content that does not include links, and a rise in direct searches for an organization all indicate growing influence.

These outcomes may be less immediate, but they reflect deeper connection and long-term impact.

The Opportunity Ahead

There is also a significant opportunity within this shift. As the emphasis moves away from clicks, it places greater value on clarity, authenticity, and mission-driven communication.

Organizations that can clearly articulate who they are and why their work matters in a way that resonates quickly are better positioned to stand out.

In many ways, zero-click content levels the playing field. It rewards substance over tactics designed purely to generate traffic. It prioritizes messages that resonate in the moment rather than those designed only to drive further navigation.

For nonprofits, this aligns naturally with the core of the work. The message has always been the most important asset.

Final Thought: Being Understood Without the Click

The question moving forward is not simply how to generate more clicks. It is whether your organization can be understood and remembered without them.

If someone encounters your content once and never visits your website, will they still know who you are, what you do, and why it matters?

The organizations that can answer yes to that question are not falling behind in a zero-click world. They are adapting to it and, in many cases, leading within it.

Meet Lynsie Slachetka, founder of aJuxt Media Group and social media early adopter, who always knows what's ‘in’ and what's ‘out’ in the ever-changing digital landscape. Known for her strategic creativity, she's guided multiple nonprofit organizations to uplevel their digital marketing and achieve real results. A former staffer at Hearst Digital Media Services and co-owner of Tallahassee-based marketing agency Voxy Media Group, Lynsie is a Midwestern gal at heart who loves kayaking and exploring with her family. Her motto is: "Nothing is impossible if you just start it."

By Kerry Pereira Watterson, CFRE
CEO, Fundraising Well

Nonprofit leaders often ask why fundraising slows during periods of internal instability. They usually focus on external explanations: donor fatigue, economic uncertainty, shifting priorities, or increased competition for philanthropic dollars. But sometimes the problem is much closer to home.

When organizations tolerate toxic leadership, persistent dysfunction, poor communication, exclusionary behavior, or deep internal mistrust, fundraising becomes exponentially harder—not simply because morale declines, but because fundraisers are expected to carry organizational credibility externally while experiencing organizational instability internally.

That tension is rarely discussed openly in our sector. Yet frontline fundraisers live inside it every day. And it’s become a leading motivator for many of our coaching clients at Fundraising Well to seek our services as they search for a solution. We see the real impact it has on their organizations, the sector, and the future of donor trust. So, let’s talk about it.

Fundraisers Carry More Than Revenue Goals

Frontline fundraisers occupy a uniquely exposed position within nonprofits. They hear concerns from program staff, frustrations from operations teams, anxieties from boards, expectations from executive leadership, and questions from donors and community members. They often become informal translators between competing realities inside the organization.

Then they are asked to walk into donor meetings and confidently articulate vision, stability, and impact. That can be difficult under the best circumstances. It can become next to impossible when staff turnover is high, leaders are dismissive or abusive, departments operate in silos, or organizational values are inconsistently applied internally.

Donors may not see the dysfunction directly, but they often feel its effects:

●     inconsistent communication,

●     unclear strategy,

●     shifting priorities,

●     diminished responsiveness,

●     weakened storytelling,

●     and instability in relationships.

Fundraisers absorb much of that pressure long before anyone else names it.

Isolation Is Not a Strategy

During periods of uncertainty, many leaders instinctively limit transparency. They delay involving fundraising staff in strategic discussions until decisions are finalized, believing they are protecting teams from confusion or unnecessary concern. In practice, the opposite often occurs.

Fundraisers are left piecing together fragments of information from hallway conversations, departing colleagues, nervous board members, and donor questions they are unprepared to answer. The result is not clarity. It is isolation. And isolation weakens trust.

Fundraisers cannot credibly represent a vision they do not fully understand. If they are expected to help donors invest in the future of the organization, they need earlier access to the conversations shaping that future—even when those conversations are imperfect, unfinished, or difficult.

This does not mean every staff member needs every detail of every internal challenge. Thoughtful leadership still requires discretion. But there is a meaningful difference between confidentiality and exclusion.

Organizations that involve fundraising leaders earlier create stronger alignment, better messaging, and greater resilience during periods of change.

Relationship Building Is Internal Work, Too

One of the greatest mistakes nonprofits make is treating relationship building as something fundraisers only do externally. Healthy fundraising cultures are built internally first.

Years ago, while leading a development team during a particularly stressful organizational period, I started something informal called Monday Mocktails & More. Each week, I invited staff members from departments outside fundraising to grab a coffee, tea, smoothie, or favorite beverage with me—no agenda, no transactional purpose, and no pressure.

What emerged was far more valuable than another internal meeting. Program staff shared insights that never appeared in formal reports. Operations colleagues explained bottlenecks affecting delivery. Team members opened up about morale, frustrations, and hopes for the organization. Over time, trust deepened across departments.

The fundraising outcomes improved as well. Our stories became more authentic. Our understanding of impact became sharper. Collaboration strengthened, silos softened, and perhaps most importantly, staff stopped seeing fundraising as a department that merely “asked for money” and started seeing it as a strategic partner invested in each department’s success.

In difficult organizational climates, relational trust becomes operational infrastructure.

Fundraisers Are Often Informal Movement Builders

The nonprofit sector tends to define leadership too narrowly—through titles, hierarchy, or supervisory authority. But many frontline fundraisers are already functioning as informal leaders.

They shape narratives. They surface concerns leadership may not hear directly. They connect departments that rarely collaborate. They maintain continuity during turnover. They carry institutional memory. And they help stakeholders imagine what the organization could become, not simply what it is today.

In many organizations, fundraisers are quietly building internal movements toward greater transparency, collaboration, and accountability long before leadership formally recognizes the need for change.

That matters. Because the future of fundraising will not be built solely on better donor strategies or more sophisticated technology. It will depend on whether organizations are willing to cultivate cultures rooted in trust, openness, and shared ownership of mission.

Perhaps that lesson extends beyond individual nonprofits.

A sector that struggles to collaborate internally will inevitably struggle to organize collectively around larger systemic challenges facing our communities. If we hope to build stronger partnerships with philanthropy, government, and civic leadership, we must first strengthen our capacity for transparency and collaboration within our own institutions. That work begins closer to home than many leaders realize.

Where Do You Stand?

●     Are your fundraising staff included early enough in conversations about organizational direction and change?

●     What informal leadership responsibilities are your fundraisers already carrying?

●     Where might internal mistrust be quietly undermining external credibility?

●     How intentionally are you investing in cross-functional relationships inside your organization?

●     What would change if fundraising were treated not only as a revenue function, but as a strategic leadership function?

The organizations best positioned for long-term fundraising success will not necessarily be the ones with the largest development teams or the most polished campaigns. They will be the organizations where trust travels internally as effectively as vision travels externally.

Kerry P. Watterson, CFRE, is Founder & CEO of Fundraising Well, a certified LGBT Business Enterprise that helps nonprofits and social impact leaders strengthen fundraising, governance, and long-term sustainability. Over a 25-year career spanning philanthropy, public policy, advocacy, education, and the arts, he has raised and leveraged more than half a billion dollars for social impact causes, political campaigns, entrepreneurial ventures, and Broadway productions.

A nationally recognized fundraising strategist and governance advisor, Kerry works with organizations to build cultures of trust, collaboration, and resilience alongside stronger philanthropic results. He has taught at the University of California-Irvine, Hunter College CUNY, and the University of Arizona, and lectures around the world on philanthropy, ethics, and the future of the nonprofit sector. Kerry serves on the AFP NYC Board of Directors and is a BoardSource® Certified Governance Consultant.

by Kelly E. Gratan
Senior Vice President, Schultz & Williams

THE RISK NO ONE IS PLANNING FOR

When the head of development announces their departure, most nonprofit boards and executive directors respond the same way: they dust off the most recent job description, post the job, cross their fingers, and assume someone great will surface within a few months. 

In 2026, that assumption is increasingly dangerous. 

The talent shortage is real, and it’s hitting fundraising leadership hard 

There has never been a more competitive moment to find experienced development leadership. The pool of seasoned fundraisers ready to step into a Director, Vice President, or CDO role — people with major gift experience, board-facing credibility, and the strategic range to manage a full development operation — is genuinely thin right now. 

You may think you’ll have the position filled in 90 days. In reality, 120 is much more realistic, and that’s if you’re committed to finding the right person rather than just filling the seat. Rush the search, and you’re not solving the problem; you’re delaying it. 

This isn’t a recruiting problem you can solve by writing a better job description. It reflects years of underinvestment in developing mid-level fundraising talent, burnout attrition from the pandemic era, and a generation of experienced leaders retiring or moving into consulting. The pipeline is squeezed from every direction. 

What’s actually at stake during that gap 

Here’s what makes development leadership transitions uniquely high stakes: revenue doesn’t pause while you search, and the damage accumulates faster than most organizations expect. 

Donor relationships wane. Major donors have relationships with people, not institutions. When your development director leaves, those relationships become fragile — sometimes immediately. A donor who was three conversations away from a six-figure gift may go quiet. A grant renewal that lived entirely in someone’s head is now at risk. 

Momentum toward goals evaporates. Campaigns, annual fund pushes, and major gift pipelines don’t run on autopilot. Without experienced leadership driving them, progress stalls, and what looked like a healthy forecast starts to feel uncertain fast. Boards feel this too, and confidence in revenue projections erodes quickly when the development seat is empty. 

Your remaining staff will burn out. There’s a temptation to think the development team can keep the ship afloat, however long the search takes. We see this all the time. They can’t — at least not without a cost. Asking lower-level staff to absorb senior leadership responsibilities on top of their own work — or to continue their own work without the direction, guidance, and support they’re used to — is a reliable path to turnover, and losing more of your team mid-transition compounds an already difficult situation. 

Team morale suffers — often because of how the transition is handled, not just that it’s happening. Here’s a pattern that plays out in organizations more than it should: leadership decides to keep the departure quiet for as long as possible, believing they’re protecting staff from unnecessary anxiety. The intention is good. The result is almost always the opposite. 

Nothing stays quiet inside an organization. Staff talk. People notice when the development director isn’t in meetings, when their calendar clears, when the energy in the room shifts. What fills the information vacuum isn’t calm; it’s speculation, rumor, and eroding trust. 

Staff are adults who can handle leadership transitions. What they can’t handle is feeling like they’re being managed rather than informed. When organizations address transitions openly, honestly, and immediately, something counterintuitive happens: staff develop greater trust in leadership, not less. That trust translates directly into stability, engagement, and productivity at exactly the moment you need it most. Rip the Band-Aid off. I promise, the downside of being transparent and quick to communicate is much smaller than you think, while the upside has a myriad of benefits you’ve likely never considered. 

The case for interim development leadership, including two benefits most people miss 

The organizations navigating this well aren’t just posting the job and waiting. They’re bringing in experienced interim development leadership to protect the program while the search runs its course — stewarding major donors, maintaining momentum on campaigns and grant cycles, and stabilizing a team that’s anxious about its own future. 

But beyond the obvious coverage value, there are two less-talked-about benefits that may matter even more. 

Fresh eyes on what your organization actually needs today. Too often, nonprofits fill a development leadership role by essentially re-hiring for the last version of it — dusting off an old job description without stopping to ask whether it still fits the organization they’ve become. The fundraising environment is constantly shifting. Donor behavior, giving trends, team structure — what worked five years ago may not be what’s needed now. A strong interim leader brings to the table something an internal team rarely can: a rigorous, in-depth, and honest evaluation of the entire development operation — what’s working, what isn’t, where the gaps are, and what kind of leader is actually positioned to take the organization where it needs to go next. That analysis doesn’t just improve the search; it makes the eventual hire far more likely to succeed. 

Getting your development house in order before a new leader walks into it. A new development leader should arrive energized, ready to set ambitious goals and lead a high-performing team toward them. That’s a reasonable expectation… if the foundation is solid. But if the CRM is a mess, donor records are incomplete, gift acknowledgment is backlogged, marketing and development comms don’t talk to one another, staff are in the wrong positions, annual appeals are going out late time after time, processes are undocumented… I could go on — you’re not handing them an opportunity. You’re handing them a recovery project they didn’t sign up for. Nothing makes a talented new development leader wish they hadn’t taken a position faster than walking into a mess they didn’t know existed. A strong interim leader can do the unglamorous but essential work of optimizing systems, processes, and team structure so that when the right person arrives, they’re stepping into something they can actually build upon. 

The reframe for 2026 

If your organization is facing a development leadership transition this year, the question isn’t just “how do we find the right person?” It’s “how do we protect our fundraising and set ourselves up to hire better while we take the time to find the right person?” 

Those are two different problems. The first is a search. The second is a stability strategy, and it’s the one that doesn’t get enough attention until it’s too late. 

The talent market isn’t going to make this easier anytime soon. The organizations that plan realistically, communicate transparently, and invest in the right interim support will come out the other side with their donor relationships, their team, and their revenue intact — and a clearer picture of exactly who they’re looking for. 

The ones that don’t will spend their first year with a new, frustrated development leader rebuilding what they lost.

I explore these themes further in a Carey & Co Presents conversation with Christy Fitzpatrick, where we discuss leadership transitions through the fundraising lens, the ongoing staffing shortage, and the importance of having a plan in place when such transitions occur.

Kelly Grattan brings more than 25 years of experience leading advancement strategy, strengthening fundraising capacity, and driving organizational growth across the nonprofit sector. As Senior Vice President at Schultz & Williams, she advises organizations on campaign readiness, development leadership, and the systems needed to sustain philanthropic momentum.

Her perspective is shaped by both consulting and in-house advancement leadership, including roles at the Kimmel Center for the Performing Arts, Susquehanna University, Cabrini University, Gesu School, and Big Brothers Big Sisters of America. Kelly is Board Chair and Immediate Past President of the Association of Fundraising Professionals – Greater Philadelphia Chapter and holds both the CFRE and CAP® credentials.

by Lucretia Gilbert and Adam Glick
FRDNY 2026 Program Co-Chairs

Each year, the heart of the nonprofit world beats a little louder in Midtown Manhattan. On Friday, June 12, over 1,000 fundraising professionals will again gather for Fundraising Day New York (FRDNY) 2026 — the largest single-day conference on philanthropy in the United States. Hosted by the Association of Fundraising Professionals New York City Chapter (AFP-NYC) at the New York Marriott Marquis in Times Square, this event promises a dynamic day of inspiration, education, and connection for anyone dedicated to mission-driven work across the nonprofit sector.

A Conference Like No Other

Since its founding, FRDNY has grown into a cornerstone gathering for the philanthropic community, drawing attendees and participants from every corner of the nonprofit sector, from development associates beginning their careers to veteran chief development officers, CEOs, and other leaders in our field.  Whether you are entering the profession or leading transformative campaigns at the highest levels, FRDNY has something for you.

In addition to learning opportunities, FRDNY offers something equally valuable: community. Networking is woven throughout the day, from the morning registration and pre-conference activities to lightning talks, luncheon keynote, and the day’s signature happy hour to close FRDNY. The exhibitor area on the 6th and 7th floors of the Marriott Marquis gives attendees a chance to connect with consultants, learn about new technology platforms, and explore educational programs that can strengthen an organization’s fundraising capacity, further broadening the nonprofit ecosystem and strengthening our collective impact.

Learning at Every Level

One of FRDNY's greatest strengths is its inclusivity of experience. For newer professionals, sessions introduce proven frameworks and foundational strategies. For seasoned fundraisers, advanced discussions tackle complex challenges facing the sector — from navigating economic uncertainty and evolving donor expectations to integrating artificial intelligence into fundraising and stewardship strategies.  Flash coaching sessions led by respected industry fundraisers also give attendees a rare opportunity to receive personalized guidance and candid insights from some of the field's most thoughtful practitioners.  

AFP-NYC's ongoing commitment to inclusion, diversity, equity, and access (IDEA) is also reflected throughout the day’s programming. Sessions addressing equity in philanthropy, the experiences of fundraisers from underrepresented communities, and strategies for broadening donor bases ensure that the conference speaks to the diverse landscape of the nonprofit world today and the personal experiences of those leading the charge.

Keynote Spotlight: Barron Segar, World Food Program USA

Among the highlights of this year’s FRDNY will be a keynote address from Barron Segar, President and Chief Executive Officer of World Food Program USA. His career brings together the very qualities FRDNY celebrates: bold leadership, innovation, and an unwavering commitment to mission-driven work. Segar’s career stands as a powerful example of how visionary leadership can drive meaningful, global impact.

World Food Program USA mobilizes support across the United States for the United Nations World Food Programme’s efforts to combat global hunger and protect the world’s most vulnerable communities. Under Segar’s leadership, the organization quadrupled its revenue in fewer than three years, while earning exceptional ratings for financial health, accountability, and transparency.

Segar brings more than 25 years of experience advancing philanthropy and cause-driven partnerships across humanitarian aid, public broadcasting, and finance. Before leading World Food Program USA, Barron served as Executive Vice President and Chief Development Officer at UNICEF USA, where he oversaw all regional offices and led the Development Division to raise $650 million. Earlier in his career, Barron directed fundraising for Georgia Public Broadcasting, where his team earned national recognition for record-breaking performance.

A leading voice on global food security and philanthropy, Segar has appeared across major media platforms including Bloomberg TV, CNN, MSNBC, NBC News Now, Forbes, The Hill, The Guardian, and The Chronicle of Philanthropy. For five consecutive years, The NonProfit Times has recognized him on its Power & Influence Top 50 list for leadership marked by innovation and broad sector impact. He also served for more than two decades as a Founding Board Member of the Elton John AIDS Foundation.

His keynote will offer an inspiring perspective on how visionary leadership, strategic partnerships, and a deep commitment to purpose can drive transformational fundraising results — even amid increasingly complex global challenges.

Join Us 

Registration for FRDNY 2026 is now open, with opportunities available for AFP members and non-members alike, including discounted rates for groups and teams. For a profession grounded in connection, creativity, and continuous learning, Fundraising Day in New York remains one of the sector’s most energizing and influential gatherings.

At a moment when nonprofit organizations are being called upon to solve some of society’s greatest challenges, FRDNY offers more than professional development. It offers perspective, possibility, and renewed purpose where we can exchange ideas, elevate one another, and help shape the future of fundraising.

Lucretia Gilbert is a visionary nonprofit executive with 25 years of experience driving transformational growth, mobilizing philanthropic investment, and advancing mission-driven organizations across healthcare and social impact.

She currently serves as President & CEO of Ronald McDonald House New York, where she leads efforts to support families caring for children with serious medical conditions. Previously, she was Chief Philanthropy Officer at the Elton John AIDS Foundation, where she helped launch the $200 million Rocket Fund to expand global access to HIV prevention and care. In 2021, she founded The Philanthropy Advantage, advising nonprofits, foundations, and corporate partners on high-impact fundraising strategy.

Lucretia spent 13 years at the Breast Cancer Research Foundation, where as Chief Philanthropy Officer she led a best-in-class development program that generated more than $800 million to advance groundbreaking research worldwide. She also served as Executive Director of The Pink Agenda, building innovative, cross-generational engagement strategies to cultivate the next generation of philanthropists.  Earlier in her career, she held roles at Gilda’s Club Worldwide and the ALS Association Greater New York Chapter.

Known for building high-performing teams, strengthening boards, and fostering cultures of excellence and innovation, Lucretia brings an entrepreneurial and values-driven approach to leadership. She holds a Master’s in Public Administration and completed Executive Education in Exponential Fundraising at Harvard Kennedy School. She currently serves on the Boards of The Pink Agenda and Association of Fundraising Professionals New York City Chapter (AFP-NYC).

Adam Glick works with nonprofit organizations to determine, structure, and achieve their goals, from scaling philanthropic support across institutional, corporate, and campaign-specific sources, to full-scale strategic planning.

In 2026, Adam partnered with Greater Good Consulting. He previously served as Managing Director and remains of counsel as a Senior Consultant at Orr Group, where he has led many of the firm's multi-year partnerships. 

Adam's work has been featured in The New York Times, The Wall Street Journal, Robb Report, among other publications. He has lectured on realizing public projects and fundraising at the Stern School of Business and Steinhardt School of Education (NYU), Hite Art Institute, American Cancer Society, Center for Advanced Study in the Visual Arts (CASVA) at the National Gallery of Art, and elsewhere.

by Cherian Koshy, ACFRE, CFRE, CAP®, Vice President, Kindsight
Author of the USA Today bestseller "Neurogiving".

Almost every prospect researcher knows the specific flavor of panic that arrives roughly 60 days before the end of the year. You are looking at a spreadsheet, the numbers are not where they need to be, and your leadership is starting to knock on your door with a sense of urgency. The default instinct—the one we reach for almost automatically—is to go wider. We tell ourselves that to hit our year-end goal, we simply need more donors.

This belief drives year-end acquisition sprints, expensive list appends, and cold outreach to people who have no established reason to trust us yet. After nearly 30 years in fundraising, I’ve realized that this acquisition-first instinct is often the least efficient move available. It costs us time, money, and energy we don't have, all while chasing people who require months of cultivation.

So what will actually work during the year-end crunch? Switching to an upgrade mindset and focusing on a shortlist of upgrade candidates.

The case for upgrade activation

There is a better way. The most effective year-end move is actually activating the donors we already know: we have to shift our mindset from acquisition to upgrade.

As a researcher, you hold the unique power to shift the organizational lens from finding new names to seeing existing donors more clearly. You have the power to move away from the "spray and pray" mentality and toward focused conversations that actually move the needle.

To build a shortlist of upgrade-ready donors, you have to segment your database in new ways and look for some key upgrade signals.

Mining your database

To finish the year strong, I want you to look at your CRM or database through a different lens. Utilize donor prospect research software to find two common segments often hiding in plain sight.

●       Loyal Lowballers: These are your long-tenured, consistent givers whose contributions have remained stagnant for years. They represent your highest upgrade potential because the affinity is already there; their gifts haven't increased simply because no one has invited them to give at their true potential.

●       Lapsed Giants: These are former major donors who have gone quiet but possess a proven track record of significant investment. Because they have previously demonstrated both high capacity and deep affinity, a single, well-framed re-engagement ask is often all it takes to bridge the gap to your revenue goal

These givers represent your highest priority for fast-turnaround goals because they possess the two things you can’t manufacture in 60 days: established trust and confirmed capacity. This is your starting point for your donor upgrade shortlist.

Identifying donors with the three-signal rule

The results of Kindsight’s recent Donor Readiness Gap survey showed that nearly half of all donors (47%) explicitly stated they would donate more if organizations understood exactly when they were ready to give. This is why identifying and understanding upgrade signals is so important.

With this in mind, you can narrow your list down. A donor isn't "upgrade-ready" just because they have a high net worth. As researchers, you know you have to look past the bank account and identify the intersection of three specific signals:

1. Behavioral Signals: What is the donor doing? Look for a gift within the last 12 months, increasing giving frequency, or event attendance. A donor who takes the time to show up—even virtually—is sending a high-value signal of commitment.
2. Capacity Signals: What does the data say? This goes beyond basic wealth indicators like real estate or business ownership. Watch for transformative life events like business sales or IPOs, and pay close attention to their "philanthropic footprint", meaning their giving history and propensity.
3. Affinity Signals: How are they leaning in? This is evidence that the mission means something to their identity. Look for volunteer time, unsolicited communications, or a personal connection to the cause, such as a family member served by your mission.

A donor with at least one signal from each category is a prime upgrade candidate.

Qualifying your high-impct shortlist

Now you should have a list of 25-50 donors. Your best candidates meet the following four qualifying conditions.

●       History: A current gift standing of two or more years—not a first-time donor.

●       Momentum: No recent lapses or downgrades in giving.

●       Headroom: Evidence that they can grow by at least 1.5x their current gift.

●       Three confirmed signals: At least one behavioral, one capacity, and one affinity.

Fewer, focused, data-backed conversations will outperform an impersonal blast to 300 people every single time. You can pass these on to your fundraising team, or, if you wear both hats, start taking action on these conversations yourself.

Unlock the potential in your database

The donors you need to hit your goal are already in your database, waiting to be truly seen. By shifting from an acquisition mindset to an upgrade mindset, you aren't just pulling a list—you are finding supporters who are ready for a deeper level of partnership with your organization.

If you want to dive deeper into the exact steps for building your donor upgrade shortlist, check out my Donor Upgrade Shortlist Worksheet, which guides you through activating your most promising donors before fiscal year-end.

Cherian Koshy, ACFRE, CFRE, CAP®, is the USA Today bestselling author of Neurogiving, The Science of Donor Decision-Making. He is a globally recognized keynote speaker, strategist, and entrepreneur with more than 25 years of experience advancing fundraising, leadership, and innovation across the social impact sector. Cherian has trained thousands of nonprofit professionals. His work bridges behavioral science and fundraising strategy, helping organizations transform how they engage donors, build teams, and drive results.

by Rasheeda Childress, Senior Editor for Fundraising
Chronicle of Philanthropy

Research shows AI tools can lead to longer hours and cognitive fatigue. Learn how to set boundaries that stop the always-on churn and prioritize quality.

Research recently published in the Harvard Business Review found that when employees at a tech company with about 200 workers were given AI tools, they ended up doing more work and being more productive, but they also worked longer hours.

The ongoing research is being conducted by Aruna Ranganathan, a professor at the Haas School of Business at UC Berkeley, and Xingqi Maggie Ye, a Ph.D. student there. They declined the Chronicle’s request for an interview.

In their research, which was conducted over eight months, they indicated that longer hours may lead to burnout. ​​"Many workers noted that they were doing more at once — and feeling more pressure — than before they used AI, even though the time savings from automation had ostensibly been meant to reduce such pressure," they wrote.

While there are clear differences between for-profit businesses and the nonprofit world, burnout remains a persistent problem for charitable groups. And with more nonprofits experimenting with AI, some experts are concerned that the technology has the potential to exacerbate the problem for nonprofits. 

This “productivity paradox" — increased productivity but higher rates of burnout — is “one of the things I worry about the most with AI in our sector,” says Nathan Chappell, founder of fundraising.AI.

If a nonprofit can spend $20 a month on an AI tool that makes an employee 20 percent more productive, that’s equivalent to an extra day of work. It is tempting to view AI as a way to add to one’s work force without increasing personnel expenses, Chappell says.  But that approach could lead to retention problems, he warns, if staff end up doing more tasks than are suitable for a single job.

“Once the excitement of experimenting fades, workers can find that their workload has quietly grown and feel stretched from juggling everything that’s suddenly on their plate,” Ranganathan and Ye wrote in the Harvard Business Review.

They caution that the extra work can lead to cognitive fatigue, burnout, and weakened decision making. “The productivity surge enjoyed at the beginning can give way to lower quality work, turnover, and other problems,” they wrote.

So how can nonprofits avoid contributing to burnout and still use AI? By setting boundaries and better defining workload.

“So we don’t get caught in [situations] where we're just making the hamster wheel go faster, we have to consciously say we'll do better work, slower,” Chappell says.

Creating Boundaries and Defining Work

Creating a clear plan and setting goals can help prevent overwork, says Amy Starnes, chief innovation officer at Best Friends Animal Society.

The group is trying to show employees how AI can be a helper rather than simply cramming more work into the day, she says. “It could help you so that you can be elevated in the work that you love doing, that is the most meaningful to you.”

Chappell agrees, adding that leaders have to set the tone for the environment to help staff avoid burnout.

“Leaders have to say, Look, we're going to gain productivity, but we're going to safeguard that productivity,” he says. “If I can use a tool to gain 20 percent efficiency, my team is to then safeguard that 20 percent time to do things that are going to be really additive. And that means things that are inherently human.”

For example, Chappell says a fundraiser might spend more time talking to donors instead of spending time on analytics or figuring out whom to call. Fundraisers may find time to call donors without asking for money, just to deepen ties, Chappell says. “That can make a transformative difference.”

Nonprofit staff should be encouraged to examine their core duties and decide where AI can help, says Dan Kershaw, CEO of Furniture Bank, a Canadian nonprofit that helps people afford furnishings. “If you don't really appreciate where you are losing your time, you're just really, really busy,” he says. “If you add AI to the mix, the overwhelm will be there.”

Daniel Lombardi, who works for Kershaw as Furniture Bank’s lead fundraiser, tries not to cram more into his day just because AI is there.

Lombardi tries to spend any newfound time in conversations with donors. He’s also trying to use AI to help him avoid AI burnout. He’s asked his AI assistant to set some parameters for scheduling his day.

“As humans, we're actually pretty bad at multitasking,” Lombardi says. Instead of multitasking, Lombardi says he tries to focus on one thing and complete it. Then, he says, “if I want to go for a walk, that’s totally doable.

“My output is greater, but it doesn't mean I'm suddenly working more hours.”

Rasheeda Childress is the senior editor for fundraising at the Chronicle of Philanthropy, where she helps guide coverage of the field. Before joining the Chronicle, she covered financial and business news about nonprofit associations at Associations Now. Childress is a longtime journalist who has written and edited a variety of publications, including the Kansas City Star, Higher Education Technology News, and Campus Crime. She holds a bachelor’s degree from Howard University in Washington, D.C.