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We sometimes work with organizations that have developed a culture of conflict rather than a culture of philanthropy, creating tensions between the CEO, the CDO and the CFO. Perhaps the CEO has a vision for growth that is unrealistic for the CDO to achieve. Or a CDO plans for a donation that doesn’t come in until the following fiscal year, throwing off the CFO’s projections and budget. Or the CFO demands clear outcome metrics from the CDO’s monthly efforts, without considering that long-term relationship building is an investment that is difficult to measure.
You’ve got your eye on a top fundraiser. How do you compete?