Can you bring your vision to life? The discipline of execution is what makes the difference between having a goal and reaching it. There comes a time when you have to stop talking about your vision and get to work. You have to stay focused: your efforts can’t be intermittent.
Building and sustaining a nonprofit organization or institution with the ability to grow, change, lead, and respond to the environment requires consistent funding. And that requires discipline in fundraising. You will always be able to raise money; the question is, “Can you raise the money you need to sustain and thrive?” Moving beyond “making do” requires a focus on building meaningful partnerships and relationships. And that requires discipline. Here are a few examples of what lies behind the phrase “discipline of execution” as it relates to fundraising.
Your team works from a fundraising plan that coordinates the activities of staff, board members, and volunteers so that you are engaged with stakeholders from different sectors who can make a difference. Let’s break this sentence down. First, you need a plan. Creating and working from a fundraising plan is no small feat. You’ll need to define your fundraising goals, priorities, different potential revenue sources, potential fundraising volunteers, methods of fundraising, staffing and technology requirements, and timeframes and milestones. You will need to develop and continuously update a prioritized pool of potential donors and funders who have the potential to give three times your total fundraising goal collectively. You’ll want a large pool of qualified donors because not everyone who you would like to give to will do so, or do so at the level you anticipate. You will want to manage these activities with a timeline and activity chart (or online project management tool) that details who will do what by when.
That timeline and activity chart requires that each person knows what they are responsible for and what the due dates are. They also have to be equipped with information, knowledge, and understanding about your organization and fundraising priorities. They need to know how and when to engage others. They will need access to a case for support. You will need to keep everyone up-to-date on organizational developments and fundraising progress. You’ll need a database or CRM system to track donor information and interactions, and you will need to use it to both record information and produce reports. You will need meetings that have agendas and minutes that are actionable and produced in a timely fashion. This is ongoing, disciplined work.
Organizations and institutions that are most successful at fundraising have a CEO, board chair, and fundraising chairs who have primary responsibility for identifying, cultivating, soliciting, and stewarding major donors. This is relationship building, not transactional conversations. And these leaders need to be supported by fundraising professionals who can provide the support, data, strategy, and information required. Don’t think about “getting by” with one or two people in “the back office.” If you are building a sustainable organization, you need qualified staff. 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.
