Leadership transitions are inevitable. Whether they become moments of disruption or opportunities for transformation often depends on the search process that follows.
For many nonprofit organizations, hiring executive search counsel isn’t in the planned budget. When leadership transitions happen unexpectedly, or even when they’re carefully planned, boards often wonder if they can manage the search themselves.
You don’t have to be an expert fundraiser to understand the appeal of working toward a big goal with a great team. Anyone who has played a team sport or taken a group fitness class knows the feeling: celebrating wins, pushing through setbacks, and harnessing the group’s collective energy to accomplish ambitious goals.
But what separates a group of willing volunteers from a truly successful fundraising team? In my experience, it comes down to three Cs: Context, Connections, and Coaching.
1. Context
Before volunteers can open doors, engage prospects, or invite gifts, they must be able to tell the fundraising story: why the need is urgent, what success will accomplish, and what the mission means to them personally.
An interactive fundraising orientation that combines education, conversation, and practice is essential to building volunteer confidence. The goal is not to have volunteers memorize a script or recite campaign statistics, but to share compelling stories, small group discussions, and examples of meaningful donor engagement.
These lively, relevant, and participatory sessions help volunteers retain more and feel better prepared as authentic and compelling ambassadors.
2. Connections
Fundraising is built on relationships. Volunteers need strong connections with prospective donors, but also with one another and with nonprofit leaders and staff. When volunteers feel supported, they are more willing to initiate conversations and invite others into the mission.
Staff should learn what motivates each volunteer, which roles feel natural, and where additional support may be needed. Regular check-ins, preparation before donor meetings, and timely follow-up afterward remind volunteers that they are part of a team, not solo fundraisers sent out with a list of people to ask for money. Volunteers should never feel that they must have every answer. Sometimes the best response to a donor’s question is simply, “I don’t know, but I’d be happy to find out.”
3. Coaching
I have a group fitness coach who consistently pushes me when I have more to offer, encourages me when the work gets hard, and celebrates my progress. I respect him because he pays attention and genuinely wants me to succeed, inspiring me to stretch beyond what feels comfortable.
Volunteer fundraising requires the same kind of coaching from nonprofit leaders. Strong coaches model the work, set clear expectations, prepare volunteers for donor conversations, follow up consistently, and celebrate progress. They also recognize that success looks different for every volunteer. One may be ready to solicit a major gift, while another is better positioned to make an introduction, host a gathering, or thank a donor.
Good coaching does not remove discomfort; it helps volunteers move through it with confidence. A great coach works hard, challenges others to rise alongside them, and ensures that every team member feels valued.
To build a successful fundraising team, give volunteers the right context, build meaningful connections, and coach them with both encouragement and accountability. Do that well, and your team may discover that your ambitious campaign goal was within reach all along!