Skip to main content

What makes a good leader? We offer one criterion: leaders let leaders lead. Leaders surround themselves with other leaders: talented people who possess skills that complement theirs; people with diverse perspectives on how to achieve a goal; individuals with technical expertise; volunteers with relationships; and more. A good leader provides other leaders with the opportunity to fulfill their responsibilities without micromanaging. Good leaders are supportive and questioning, wanting team members to advance their goals while looking out for potential challenges. Good leaders provide guidance, open doors, and help secure the resources that team members require.  

As “the” leader – either a CEO, president, executive, board chair, or volunteer leader consider the following as ways to create a comfort zone for your team. First, look at yourself. Are you trustworthy? Do you respect the work of others? Can you “stay in your lane” and not micromanage the work of others? Are you honest, transparent, and accountable? Do you know when to take a back seat and let others experience the limelight? Are you able to admit when you are wrong, or don’t have a full understanding of a situation? Are you able to be both a leader and a team player, balancing both roles? Are you patient? Can you listen when you feel people are talking too much or taking too long? These are internal qualities we encourage you to develop. They will help you attract and build a team of leaders who lead.

As you build your team, take time to recruit the right people, whether a volunteer or a paid professional. Consider what you want each leader to accomplish. Document the roles and responsibilities you would like this person to fulfill, along with the impact you are hoping they can make. Share these with them before or during your first meeting. Talk with them individually, listen to why they want to be involved, and how they would like to contribute. Ask about their experiences and track record. Share with them your expectations, including working from an agreed-upon timeline and action plan, and your accessibility – how you are available to assist in developing alternate plans when needed.

When it comes to leading in the area of fundraising, you need to know the organization’s goals, vision, and fundraising priorities inside and out. You also need a working knowledge of fundraising. If you don’t have that, you won’t be able to evaluate the suggestions and ideas that others put forward. Invest time in a fundraising coach, online learning sessions, or talk with peers on how to increase your understanding of this critical and complex function.

In all cases, get to know your team members. What makes them happy? What are their top talents? What triggers their negativity? Be sensitive to each person’s strengths, shortcomings, and insecurities and generous with praise and acknowledgement. Keep everyone informed as things happen. Just a line or two – or sometimes a paragraph! – can make all the difference. You want your team members to know what’s going on, and you want to keep lines of communication open. God protect America.


© 2025 Mel and Pearl Shaw, authors of “Prerequisites for Fundraising Success.”  We provide fundraising counsel to higher education, nonprofits, and philanthropy. Video conferencing always available. Visit www.saadandshaw.com.

Leave a Reply

This site uses Akismet to reduce spam. Learn how your comment data is processed.