First Day Podcast

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New Trends in Fundraising from Foundations Oct 25, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Erik Daubert, MBA, ACFRE, nonprofit management specialist and longtime faculty member at The Fund Raising School, to discuss emerging trends in foundation fundraising. As government funding contracts, foundations face growing pressure to fill the gaps. Daubert explains that foundations collectively hold approximately $1.75 trillion to $2 trillion in assets, creating significant opportunities for nonprofits. However, Bill and Erik emphasize that foundation grants should remain part of a diversified fundraising strategy. With approximately three-quarters of charitable giving coming from individuals when bequests are included, nonprofits must avoid becoming overly dependent on any single funding source. Daubert identifies a growing trend among foundations to fund fewer organizations more deeply, creating opportunities for larger grants, multiyear commitments, and unrestricted support. While these changes can provide greater financial stability, they may also make funding harder to secure for organizations without established relationships. Bill and Erik also examine shifting foundation priorities following the COVID-19 pandemic and increased attention to racial and social justice. Some foundations that previously expanded their commitments to equity and social impact have since redirected their funding priorities. Combined with reductions in government assistance, these changes reinforce the importance of maintaining strong relationships and demonstrating organizational sustainability. Bill and Erik also explore the growing influence of artificial intelligence in grantmaking. AI has made writing grant proposals easier, but Daubert cautions that nonprofits must avoid overstating their capabilities or promising unrealistic outcomes. Meanwhile, foundations are increasingly using AI to review applications, evaluate financial statements, and assess organizational capacity. Daubert references research suggesting that approximately 80% of foundations are beginning to use AI, although the extent of adoption remains unclear. As technology reshapes the process, fundraisers must balance efficiency with authenticity, transparency, and accuracy. Strong proposals still require credible information and a clear demonstration of organizational impact. The central takeaway is that successful foundation fundraising depends on treating grantmakers as partners rather than simply sources of funding. Daubert outlines five elements of effective stewardship: acknowledging gifts, recognizing donors appropriately, expressing personal thanks, building relationships, and reporting results. He encourages nonprofits to understand each foundation's preferences and maintain meaningful communication beyond grant requests. Bill and Erik also challenge fundraisers to move beyond what longtime Fund Raising School faculty member Kay Sprinkel Grace called a "tin cup mentality." Rather than feeling intimidated, nonprofits should recognize the expertise, community connections, and measurable impact they bring to the relationship. Foundations provide financial resources, while nonprofits deliver the work that advances their shared missions. Sustainable foundation fundraising begins with mutual respect, thoughtful stewardship, and genuine partnership.

Planned Gift Fundraising: The Time Is Now Oct 18, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Christy Coulter, MA, CFRM, CEO of Apex Legacy Consulting and a faculty member at The Fund Raising School, to discuss the growing importance of planned gift fundraising. Once viewed as a complicated area that many nonprofits were reluctant to pursue, planned giving is attracting renewed interest as organizations consider the opportunities associated with the great wealth transfer. Coulter explains that an estimated $120 trillion in wealth could change hands over the next 20 to 30 years, much of it held in non-cash assets. As nonprofit leaders recognize the potential of these gifts, fundraisers must demonstrate how planned giving can strengthen long-term sustainability without compromising immediate fundraising priorities. Coulter explains that building organizational support begins with presenting planned giving as a complement to annual fundraising rather than a competing priority. Citing research by Russell James III, she notes that donors who make estate gift commitments can increase their annual giving by 77%, while planned gifts may reach 100 to 300 times the size of a donor's largest previous contribution. Bill and Christy emphasize that these opportunities are not limited to wealthy donors or large institutions. Smaller nonprofits can benefit significantly from gifts of $10,000, $18,000, or $67,000, particularly when those contributions provide financial stability during uncertain times. Coulter also explains that thoughtful giving strategies can allow donors with relatively modest estates to provide meaningful support for both their families and their favorite charitable organizations. Bill and Christy also explore the financial planning and internal coordination required to manage planned gifts responsibly. Coulter distinguishes between future commitments, which organizations can track in their donor databases, and realized gifts, which become available for financial use. Because many estate commitments remain revocable during a donor's lifetime, organizations should not treat anticipated contributions as current operating revenue. Gift acceptance policies, donor intention forms, and written gift agreements help establish how funds will be managed and distributed, particularly when donors designate contributions for specific programs or endowments. Coulter recommends reviewing gift agreements every three to four years to confirm that donor intentions remain current. For fundraisers, the lesson is that planned giving requires collaboration among development staff, financial leadership, and boards to ensure that gifts are properly stewarded and aligned with organizational priorities. The central takeaway is that planned giving extends beyond estate gifts and begins with understanding the assets donors hold and the decisions they make about their financial futures. Coulter explains that stock, real estate, business interests, collectibles, and other non-cash assets can create opportunities for charitable support during a donor's lifetime as well as through an estate. Donors preparing to sell a business, dispose of property, or liquidate investments may benefit from considering a charitable gift before the sale. Rather than leading with complicated financial strategies, Coulter encourages fundraisers to listen carefully, recognize opportunities in donor conversations, and share information about giving options. Her guiding principle, "curiosity is not nosiness," reinforces the importance of thoughtful questions and genuine relationships. For nonprofits of every size, planned giving offers an opportunity to connect donors' resources with the lasting impact they hope to make.

The Bridge to Impact: Fundraising for Intermediaries Oct 11, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Jasmin Johnson, executive director and founding staff member of the Baton Rouge Area Youth Network, to discuss fundraising for intermediary organizations. Unlike nonprofits that provide direct services, intermediaries strengthen the organizations doing that work through coordination, partnerships, and capacity building. Johnson explains how the Baton Rouge Area Youth Network, known as BRAYN, began as a volunteer-led network of out-of-school-time programs and expanded to connect educators, health care providers, mental health organizations, and other youth-serving partners. Its four pillars, connect, strengthen, align, and sustain, frame a distinctive fundraising challenge: helping donors understand the value of an organization whose impact happens through the work of others. Johnson explains that making this case begins with showing what coordination makes possible and what fragmentation can prevent. Providers benefit from stronger partnerships and shared resources, families gain help navigating services, government benefits from stronger community infrastructure, and funders gain better visibility across their investments. These outcomes may develop slowly and extend across multiple organizations, making them harder to communicate than the number of children participating in a particular program. Bill and Jasmin emphasize that intermediaries must make those connections visible. A gift supports the infrastructure that helps many organizations work more effectively, giving donors an opportunity to strengthen services across a community. Bill and Jasmin also explore how intermediaries can raise money without competing against the organizations they support. Johnson describes a decision-making matrix that she and her board use to evaluate opportunities, guard against mission drift, and avoid creating problems for their partners. That commitment has meant passing on funding opportunities that would place BRAYN in competition with the providers it exists to help. For Johnson, these decisions are essential to trust. An intermediary cannot credibly promise to strengthen other organizations while making it harder for them to secure resources. Bill notes that this intentional approach applies to all nonprofits, encouraging fundraisers to consider whether a funding opportunity advances their mission and supports the relationships their work requires. The central takeaway is that an intermediary’s value includes becoming a trusted place for answers, connections, and support. Johnson shares the example of a pediatrician who received funding for an obesity prevention program but needed guidance on youth development, illustrating how expertise in one field does not automatically provide every tool needed to serve young people effectively. She also describes BRAYN’s school partnerships, which involve identifying needs, connecting providers, and assessing whether programs are prepared to operate safely and effectively. Shared standards, practical tools, and coordination all become part of the case for support. For fundraisers, the lesson is to connect that behind-the-scenes work to the people who ultimately benefit. The immediate support may go to organizations, but the purpose remains stronger services for children, families, and communities.

Why Great Fundraising Starts with a Great Story Oct 05, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Carla Knorowski, Ph.D., a veteran fundraiser and advancement leader whose work has included institutions such as The Henry Ford, the Abraham Lincoln Presidential Library and Museum, and the U.S.-based foundation supporting Notre-Dame Cathedral in Paris. Knorowski shares how she became involved with fundraising for Notre-Dame shortly before the devastating April 2019 fire and how the crisis transformed an effort originally focused on long-term support into an urgent global campaign to save, restore, and rebuild one of the world’s most recognizable landmarks. The experience offers fundraisers a vivid example of how powerful storytelling can connect donors to a mission, even when they may live thousands of miles away from the organization or cause. Knorowski explains that effective storytelling begins with understanding the many different reasons people may care about an organization. For Notre-Dame, some donors were drawn by religious faith, others by history, literature, architecture, cultural heritage, or their own personal experiences visiting the cathedral. To organize those possibilities, the fundraising team developed what Knorowski describes as a “taxonomy of storytelling,” essentially a catalog of stories designed to appeal to different donor interests. She encourages nonprofits of every size to develop a similar approach, identifying stories that can speak to various motivations while weaving multiple points of connection into broader communications. Rather than relying on a single story for every audience, fundraisers can build a collection of narratives that help prospective donors recognize something personally meaningful within the mission. Bill and Carla also discuss the importance of making the donor a central character in the story. Knorowski describes Notre-Dame itself as an initial protagonist, the fire as an antagonist, and firefighters, artisans, supporters, and donors as additional protagonists who became part of the cathedral’s recovery. That framing allowed donors at every giving level to see a tangible role for themselves. Instead of simply announcing that hundreds of millions of dollars were needed for restoration, fundraisers could invite someone to “protect the protectors” by helping restore the cathedral’s gargoyles or to “buttress a buttress” during the exterior restoration. Those smaller, vivid stories made an enormous campaign feel accessible and helped communicate that a gift of a few dollars could still be part of a much larger achievement. Donations ultimately came from all 50 states and more than 50 countries, demonstrating how storytelling can bridge geography, background, and even differing religious traditions. The central takeaway is that data can demonstrate progress, but stories give that data emotional meaning. Knorowski emphasizes that metrics remain essential for accountability and continued donor engagement, yet “a compelling story is more powerful than compelling data” because stories help people understand why their participation matters. The restoration of Notre-Dame became a story not simply about repairing stone, timber, and architecture, but about preserving centuries of human history, responding to devastation with hope, and giving people an opportunity to contribute to something larger than themselves. For fundraisers, the lesson applies far beyond a world-famous cathedral: whether an organization helps a child learn to read, strengthens a community, preserves history, or improves someone’s quality of life, the most effective stories show donors how their philanthropy becomes part of that change. By cataloging stories, connecting them to different donor motivations, placing donors inside the narrative, and pairing emotional storytelling with meaningful evidence of impact, nonprofits can turn fundraising communications into invitations to make a lasting difference.

How Great Fundraisers Ask Donors for Transformational Gifts Sep 28, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Angela Seaworth, Ph.D., MBA, ACFRE, Instructional Associate Professor at the Bush School of Government & Public Service, Texas A&M University, to explore how fundraisers can move beyond annual and major gifts toward transformational giving. Seaworth explains that a transformational gift is not defined by a particular dollar amount. While headlines may focus on gifts of $20 million, $50 million, or more; a $250,000 gift, or even a much smaller investment, can be transformational if it changes an organization’s trajectory, expands its capacity, or makes exponential impact possible. The key is for each nonprofit to define transformational giving in the context of its own mission, scale, and ambitions. Seaworth emphasizes that transformational gifts begin with transformational ideas. Fundraisers and nonprofit leaders can sometimes limit themselves by worrying that an idea is too ambitious or an ask is too large, but donors capable of significant giving may be more inspired by bold possibilities than incremental improvements. Developing those opportunities requires an organizational culture that encourages innovation, visioning, and big-picture thinking across departments. Rather than expecting the development team to generate the next great idea alone, nonprofits can invite frontline staff, program leaders, executives, and fundraisers to imagine what greater impact could look like. Generating many ideas, including some that ultimately will not move forward, can help organizations identify the few opportunities with the greatest potential to advance the mission. Bill and Angela also discuss the importance of trust and co-creation in developing transformational gifts. Strong donor relationships involve communication, investment, and what Seaworth describes as “mutual influence,” giving donors an opportunity to share ideas and participate meaningfully in shaping possibilities without allowing the organization to become donor-directed. One practical approach is the longstanding fundraising principle, “If you want money, ask for advice.” Instead of arriving with a finished proposal, fundraisers can bring donors into conversations about an ambitious idea, ask what excites them, and listen for connections to their experiences, passions, and hopes for the organization. Seaworth notes that donors capable of making extraordinary gifts may be seeking something they cannot simply purchase for themselves: the opportunity to advance a cause they deeply value, contribute to meaningful change, and create a lasting legacy. The central takeaway is that transformational fundraising requires nonprofits to think bigger while remaining firmly grounded in mission, strategy, and relationships. One sign that a donor may be ready for a transformational conversation is the presence of multiple relationships across the organization, such as connections with fundraisers, program leaders, executives, or board members, which can deepen trust and demonstrate sustained engagement. Seaworth illustrates the point with an early-career example in which funding for something as unglamorous as a parking lot became transformational because it addressed a critical need and aligned with a donor’s passion for organizational sustainability. By cultivating innovative ideas, inviting donors into authentic conversations, and defining transformation according to what will genuinely move the mission forward, fundraisers can turn long-term relationships into opportunities for extraordinary impact.

Why Every Nonprofit Needs a Planned Giving Strategy Sep 20, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Jeff Grandy, Vice President of Client Development at Catapult Fundraising, to discuss why every nonprofit should be thinking seriously about legacy giving, and why the best planned gift prospects may already be hiding in plain sight. Grandy explains that while surprise million-dollar bequests make headlines, they are not the typical story. More often, legacy donors are ordinary, deeply committed supporters whose long-term loyalty to an organization matters far more than the size of their annual gifts. Grandy shares that loyalty is one of the strongest indicators of a potential legacy donor. At Catapult Fundraising, his team has found that donors with roughly 11 years of consecutive giving or 14 years of non-consecutive giving can be especially strong prospects, though organizations should adapt those benchmarks to their own donor base. A supporter giving $25 a year for more than a decade may be every bit as worthy of a legacy conversation as a major donor. The key is to look beyond wealth indicators and pay attention to sustained engagement, including donors, volunteers, alumni, grateful patients, and others who have maintained a meaningful connection to the mission. Bill and Jeff also explore how fundraisers can begin those conversations without making planned giving feel uncomfortable or overly complicated. The starting point is curiosity, not a discussion about wills, death, or tax law. Fundraisers can simply ask longtime supporters why they continue to give, what they value about the organization, and what impact they hope to see continue in the future. Grandy emphasizes the importance of listening for those values, sharing appropriate donor stories, and allowing the relationship to develop over time. In his experience, legacy conversations may unfold across several interactions over six to 18 months, although some donors are already waiting to be asked; Catapult has found that about 25 percent of donors contacted during outreach say they have already included the organization in their plans. The central takeaway is that legacy giving should be treated as part of a nonprofit’s overall fundraising strategy, not as a separate activity reserved for wealthy donors or large development teams. Strong annual giving systems, thoughtful donor stewardship, and long-term relationship building can all support a healthy legacy pipeline. By recognizing loyalty, approaching donors with authentic curiosity, and advocating for long-term sustainability alongside immediate fundraising needs, organizations can help supporters extend their values far into the future, and create transformational impact in the process. Stay Connected with The Fund Raising School 🔗 Explore courses and resources: https://bit.ly/3QKSAEn 🤝 Join the The Fund Raising School – Changemakers Community on LinkedIn: https://www.linkedin.com/groups/21740024/ 📱 Follow us for more fundraising insights: • LinkedIn: https://www.linkedin.com/company/thefundraisingschool/ • Instagram: https://www.instagram.com/thefundraisingschool/ • Facebook: https://www.facebook.com/TheFundRaisingSchool

Understanding Planned Giving: A Beginner's Guide Sep 14, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Lisa Chmiola, MS, CFRE, CSPG, Director of Legacy and Gift Planning for Children’s Medical Center Foundation in Dallas, to discuss how fundraisers can make planned giving less intimidating and build support for it across an entire nonprofit organization. Chmiola shares her own path into gift planning, which began in event-based fundraising before moving into individual giving. Her experience offers reassurance for fundraisers who may feel overwhelmed by planned giving: you do not need to become an expert in every type of charitable gift at once. Instead, she recommends starting with common approaches such as bequests, beneficiary designations, appreciated securities, qualified charitable distributions, and donor-advised fund grants. More complex gifts can be handled with support from attorneys, community foundations, financial professionals, and other experts. Bill and Lisa also explore why planned giving should not be treated as a separate fundraising function. A strong gift planning program can strengthen long-term sustainability while supporting current fundraising goals. Loyal annual fund donors, even those giving modest amounts each year, may eventually become significant legacy donors. Conversations about non-cash assets can also reveal resources donors may never have considered using philanthropically. With less than 3 percent of wealth in the United States held in cash, fundraisers should recognize that a donor’s capacity to give often extends far beyond a checking account or paycheck. Those conversations require fundraisers to listen carefully and feel comfortable suggesting possibilities. A donor may mention securities, retirement assets, real estate, or other property without realizing those assets could be used for charitable giving. Chmiola emphasizes that fundraisers do not need to provide legal or financial advice themselves. Their role is to recognize opportunities, remain in relationship with the donor, and connect them with the appropriate professionals when needed. Organizations also need to be prepared for complex and non-cash gifts. Chmiola recommends that every nonprofit understand its gift acceptance policy, or create one if none exists. A strong policy defines which gifts the organization will accept, which require additional review, and which could create more cost or liability than benefit. A racehorse, for example, may appear valuable until boarding, feeding, veterinary care, and other expenses consume the proceeds from its sale. Real estate can bring its own requirements, including title reviews, inspections, and environmental assessments. That ability to say no is part of responsible stewardship. Fundraisers are not obligated to accept every asset simply because it is offered with charitable intent. Instead, gift planning should begin with the donor’s “why”: why they care, what impact they want to make, and only then how the gift should be structured. If one asset is not a good fit, the fundraiser can help identify another path. The central takeaway is that planned giving works best when it is integrated into the organization’s broader fundraising strategy. By building internal confidence, understanding common giving vehicles, adopting thoughtful gift acceptance policies, and keeping the donor’s goals at the center of the conversation, organizations can create meaningful opportunities for supporters to give both today and in the future.

The Heart of Fundraising: Why Experts Prioritize Donor Relationships Sep 06, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Adrian Sargeant, Ph.D., co-director of the Institute for Sustainable Philanthropy and a pioneering researcher in donor relationships, stewardship, and fundraising, to explore what it really means when fundraisers say that fundraising is “all about relationships.” Drawing on decades of research, Sargeant explains how his own thinking about fundraising has evolved. Rather than viewing fundraising simply as raising money for a good cause, he now describes the profession as being responsible for “stewarding the human capacity to love.” That shift changes how fundraisers think about donor relationships, moving beyond traditional measures such as satisfaction, trust, and commitment toward three deeper dimensions: identity, well-being, and love. Sargeant begins with donor identity and the importance of understanding not merely why donors give, but who they believe themselves to be when they give. Simple surveys asking supporters for five words that describe themselves, and five words describing themselves as supporters of the organization, can reveal language that fundraisers can incorporate into communications. Instead of simply thanking someone for a “kind donation,” for example, an organization might thank the donor “for your kindness,” reinforcing the donor’s sense of identity and creating a warmer, more personal experience. Bill and Adrian also explore three elements of donor well-being: connection, autonomy, and competence. Donors may want to feel connected to beneficiaries, a particular community, an organization’s mission, a faith tradition, or even a beloved institutional brand. They also benefit from feeling that they exercised meaningful choice and personally helped make something happen. Finally, donors want to feel competent in expressing their care for others. Fundraising communications that intentionally reinforce these experiences can strengthen relationships while also producing measurable financial results. Those results can be substantial. Sargeant says that experiments incorporating identity and well-being into fundraising communications have often doubled campaign income after several rounds of testing. Even relatively simple changes in the language used to describe donors have produced increases in giving of more than 20 percent. The goal, however, is not manipulation. It is to communicate in ways that more accurately reflect who donors are, what they value, and how they want their philanthropy to feel. For organizations with limited staff and resources, Sargeant recommends starting with simple, practical steps. A short donor survey can become part of the stewardship process while generating valuable information about identity and preferred connections. Organizations can then use those insights to improve communications and segmentation: learning which beneficiaries, causes, or aspects of the mission individual donors most want to feel connected to. The approach does not require an enormous donor relations department, but it does require curiosity, intentionality, and support from organizational leadership. The central takeaway is that effective donor relationships begin with seeing donors as people rather than transactions. Philanthropy itself is rooted in the idea of “love for humankind,” and Sargeant’s research offers fundraisers practical, evidence-based ways to bring that idea into everyday stewardship. By understanding donor identity, strengthening well-being, and creating warmer, more personal communications, fundraisers can help supporters experience greater joy in giving while building the kind of relationships that lead to sustainable, lifelong philanthropy.

AI in Fundraising: Opportunities, Risks, and Reality Aug 30, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Vicki Pugh, CFRE, CAP, CEO of Advancement Experts and longtime faculty member with The Fund Raising School, to explore how fundraisers can begin using artificial intelligence with confidence, curiosity, and a healthy dose of caution. Drawing on decades of fundraising experience, Pugh describes her own entry into AI as a self-described “low tech girl living in a high-tech world.” Formal training helped her move beyond simply experimenting with large language models to understanding how better prompts could produce useful results. She explains that AI can accelerate tasks such as writing, summarizing, donor research, and data analysis, while giving fundraisers more time to focus on strategy and relationships. Bill and Vicki also emphasize an essential rule for using AI responsibly: verify the results. AI tools can hallucinate, produce inaccurate information, or present incomplete findings with confidence. Fundraisers should compare outputs across tools and continue using trusted sources such as donor research platforms, public records, organizational databases, and other established resources. AI can dramatically speed up the research process, but it should support professional judgment rather than replace it. Pugh shares several examples of how AI-assisted data analysis can translate into practical fundraising strategy. For one organization, analyzing giving patterns revealed unusually strong retention at a longstanding $350 giving level. That insight led to a strategy for encouraging donors to move toward $500 gifts, contributing to an additional $30,000 in fundraising. In another case, AI-supported analysis helped a nonprofit respond to a board request to increase annual fundraising from $2 million to $3 million by using historical growth rates to establish more realistic goals and identify the staffing and investment that additional growth would require. These examples demonstrate that AI is not only for large universities, hospitals, or nonprofits with sophisticated technology teams. Smaller organizations and one-person fundraising shops can use the same tools to examine retention, donor upgrades, acquisition opportunities, giving ranges, campaign goals, and other patterns that might otherwise require hours of manual analysis. Used effectively, AI can become an equalizer by helping organizations with limited staff access information and insights more quickly. At the same time, Pugh stresses that the “human element” remains indispensable. AI can identify where donor numbers, dollars, or retention rates are improving or declining, but fundraisers must decide what those patterns mean and how to respond. The technology may generate possibilities, but people still develop the personal outreach, communications, stewardship, renewal, and upgrade strategies that turn information into stronger donor relationships. As Bill notes, one of AI’s most valuable roles may be idea generation rather than simply producing answers. The central takeaway is simple: fundraisers do not need to become technology experts overnight, but they do need to remain curious and continue learning. Pugh encourages professionals to take courses, learn from colleagues who understand AI, experiment with multiple platforms, and gradually build their skills. AI adoption is a journey, not a competition. By combining new technology with fundraising experience, verification, and human judgment, fundraisers can save time, gain better information, and make stronger strategic decisions.

From Burnout to Balance: A Fundraiser's Guide Aug 24, 2026

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In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Amanda Sattler, PhilD, consultant and researcher with Amanda Sattler Consulting, to examine fundraiser burnout and why solving it requires more than self-care. Drawing on more than 20 years of fundraising experience, including two significant periods of burnout in her own career, Sattler explains that fundraisers can be physically, mentally, emotionally, and relationally healthy and still struggle when their organizations fail to provide adequate resources, support, and shared leadership. Fundraisers have a responsibility to care for and advocate for themselves, but organizations and sector leaders must also recognize burnout as a systemic issue. Sattler describes several workplace conditions that can contribute to burnout, including excessive workload, lack of fairness, conflicting values, and weak relationships. Because the causes differ, the solutions must differ as well. Reducing workload may not solve a fairness problem, just as higher compensation may not address isolation. Effective responses require diagnosing the real issue and building stronger partnerships among fundraisers, CEOs, supervisors, boards, and colleagues. Bill and Amanda also discuss the challenge of “leading up” when fundraisers are not in the organization’s ultimate decision-making role. Sattler encourages fundraisers to raise concerns before burnout reaches a crisis and to connect those conversations to organizational outcomes. Investments in staffing, technology, training, and other resources are not simply employee benefits. They directly affect fundraising capacity and, ultimately, mission delivery. The conversation then expands to the nonprofit sector’s long-standing scarcity mindset and the “myth of overhead.” Using the job demands-resources model, Sattler explains that burnout becomes more likely when demands consistently exceed available resources. External pressures such as the COVID-19 pandemic or losses in government funding can intensify the problem, but often reveal organizational fragility that already existed because of chronic underinvestment in people, systems, fundraising capacity, and indirect costs. Sattler proposes a different approach: “human-centered stewardship,” where sustaining the people responsible for generating and deploying resources is treated as part of responsible nonprofit management. She also encourages fundraisers to build connections outside their organizations through professional associations, peer communities, training, and continuing education. Those relationships may not solve internal challenges, but they can provide critical support and perspective. The central takeaway is simple: caring for fundraisers is not separate from caring for the mission. Creating sustainable conditions for the people responsible for generating resources is essential to creating sustainable impact.

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