Here's how you can enhance job satisfaction for fundraisers and combat burnout.

Fundraising goals can be focused on gifts and pledges received. But fundraising is based largely on relationships, so consider a range of goals.

Unrealistic or unfair goals, particularly financial ones, can be significant contributors to burnout. I firmly believe that fundraising goals should not be solely defined by financial targets, which often tend to be unfair (if not unrealistic), but rather by outreach and qualitative objectives. Examples include: number of companies prospected, cost reduction goals, donor retention rate increase targets, campaign audience engagement goals, etc.

As a father of five, I find myself frequently overwhelmed by the needs of everyone asking for my attention. Fundraising is similar. You have a board report to write, your supervisor s asking why the team is not meeting their goals, there are 200 letters on your desk to sign and get out the door, five donors have left you a message in the past hour, and the appeal is delayed at the print house. Stress means frustration and increased ineffectiveness. A good fundraising manager should know how to spot potential burnout and encourage a break. Maybe it is having each team member schedule three 15 min breaks to us as they see fit throughout the day. Maybe a day off. We are in a relational job and self care plays a role in our success.

Fundraisers often dedicate early mornings, late nights, and weekends to meet with donors and attend networking and community events. Therefore, it's crucial to implement a flexible working policy that allows staff to adjust their schedules throughout the week and year. Equally important is celebrating your team's achievements, no matter how small, throughout the year. Show appreciation for your team, trust them to do their jobs, and be flexible with their work schedules to help them avoid burnout.

At the mention of 'training,' most managers immediately think of hiring external specialized teams, but many seem to overlook the fact that a great deal of learning and team development can be achieved through an internal corporate training effort led by the employees themselves. As a senior and experienced manager of non-profit organizations, I often took the opportunity to share knowledge, engage, motivate, and empower the group of professionals under my leadership.

Tracking the right team metrics is crucial to preventing burn out of fundraisers. If you have a healthy team they will determine the fundraising metrics that best ‘show off’ progress in their work. An unhealthy community will resist anything that could be perceived as ‘inspection’. In a healthy fundraising community each team, and each team member feel confident and secure with their metrics being shared. Being shared across the team and the organization writ large [a best practice]. They know that if they are ahead of their metrics that others will celebrate with them and learn from them. They know if they are behind others will pitch in to help. An unhealthy community will resist public sharing of fundraising metrics at all costs!

An overlooked aspect of fostering teamwork is networking and sharing experiences with fundraisers from other organizations facing similar challenges. Engaging with other fundraisers can provide invaluable insight & support. I have personally found that by connecting with others who work in similarly demanding environments there is an opportunity to discuss challenges you are facing, celebrate successes, share ideas, and offer leads. This knowledge sharing is vital for maintaining morale and helps fundraisers feel less isolated in their struggles.

While I appreciate the topics given here, they don't address the internal part of job satisfaction and burnout. Yes, you need to address the 4 psychological needs of the workplace: a sense of connection, control, competence and purpose. But in addition to that, staff need to have self awareness around their warning signs for disengagement and what perceptions drive them towards those negative outcomes. They need to have self compassion for the tough parts of their job so they aren't exacerbating work stress with self flagellation. They need to feel it's safe to advocate for themselves when there's an imbalance in their work. Supervisors can assist in all of these things & then together the individual and their manager can prevent burnout.

Creating a clear path for career advancement can be an essential strategy for ensuring fundraisers feel valued and supported, thereby reducing burnout and increasing job satisfaction. When fundraisers see a well-defined trajectory for growth within their organization, they can be more motivated to invest in their work, knowing their efforts can lead to tangible professional advancements. Opportunities for promotions, skill development, and leadership roles not only provide a sense of purpose but also enhance their commitment to the organization.