In this video, Rev. Pete Reuss, CFRE, will lead conversations on how to steward your MID-LEVEL donors based on where they fall on your giving chart. Treat everyone well, but don’t treat everyone exactly the same.

In this video, Rev. Pete Reuss, CFRE, will lead conversations on how to steward your MID-LEVEL donors based on where they fall on your giving chart. Treat everyone well, but don’t treat everyone exactly the same.

Donor Stewardship is how you tend to relationships with donors after they give. Their gift is just the beginning of a longer process. You thank them. You tell stories of the impact of their giving. You engage them in your mission. You hear their passions and interests. 

We are often asked, “How do I get my board to help with fundraising?” Board members are donors and volunteers, and they need to be cultivated, trained, and encouraged. Learn how to do just that and get the best from your board members, specifically when it comes to supporting our annual fundraising plan.

What should you do next? How do you respond to an invitation or opportunity? How do you respond in a crisis? Knowing who you are and having a clear sense of identity and purpose makes responding far easier.

In system thinking, this is called self-differentiation. People who are not well self-differentiated tend to simply agree with the person in front of them. Trying to keep everyone happy all the time is a recipe for disaster.

It is easy to see the glass as half empty. These are challenging times. There is a path forward. Every organization has strengths and weaknesses. Too often, leadership focuses on what cannot happen, longing for the glory days of the past. Strong organizations cast a vision for the future, focusing on strengths and mission.

You cannot leave your worries at home, at work, or at church. Try as you might, anxiety is cumulative, and we bring it with us wherever we go. This means when interacting with people, they bring all that background with them. Responding, not reacting, is the key to healthy relationships.

Learn about the top three trends that we are seeing in capital campaigns. Find out how you can prepare to address these trends before you launch your fundraising effort.

When conflict enters our organization, we must address it with a goal of reconciliation, and prioritizing the preservation our mission integrity. Conflict at any level has the potential to disrupt an organization, so how do we confront conflict, at all levels? How can we move conflict into collaboration? How do we handle conflict when is seems inevitable or unfixable? This session will discuss how we can best address conflict in our organizations. 

When we experience unplanned crisis, stress and anxiety permeate the organization at all levels. Whatever causes the crisis (financial, disaster, failures, etc.), our response matters. How do we respond well, lead well, and recover well? This session will discuss some simple best practices to keep front of mind through any organizational crisis. 

It is easy to see the glass as half empty. These are challenging times. There is a path forward. Every organization has strengths and weaknesses. Too often, leadership focuses on what cannot happen, longing for the glory days of the past. Strong organizations cast a vision for the future, focusing on strengths and mission.

Anxiety is present in every system; the key is responding, not reacting. You cannot leave your worries at home, work, or church. Try as you might, anxiety is cumulative, and we bring it with us wherever we go. This means that when interacting with people, they bring all that background with them. Responding, not reacting, is the key to healthy relationships. 

In system thinking, this is called self-differentiation. People who are not well self-differentiated tend to agree with the person in front of them. Trying to keep everyone happy all the time is a recipe for disaster.

Understanding any organization as an interconnected system helps bring clarity. When change in one place brings unexpected change in another place you have a system. Viewing the organization you serve as a system can help leaders as they navigate the challenges of the days. 

Are you feeling the pinch? Feeling the boom? Not sure why? Giving in the United States continues to change, and recognizing those changes can inform your strategy. 

In this session, GSB Partner Evan Moilan, CFRE, shares the latest national data from GivingUSA, released at the end of June.

GSB Partner, professional coach, and seasoned leader Nathan Swenson-Reinhold will discuss the attributes of an equipping leader who empowers organizations toward effectiveness, engagement, and joy. This is at the heart of a successful organization.

Strategic Plans don’t always have the best “reputation” in nonprofits and churches. Organizations often spend a lot of money developing them to have them sit on a shelf doing nothing.

Within organizations, some people naturally think and work strategically. Others thrive on knocking things off their to-do list. To-do lists are not the same as making crucial decisions that help guide the work of the organization toward common goals and objectives.

A Special Appeal allows your organization to invite donors with a specific, timely, and important reason to consider an additional gift. New donors will appreciate the specificity of the request. Many of your regular donors will get excited about the appeal and take part. In this series, GSB Partner Pete Reuss walks through four steps fo special appeals.

GSB always recommends a feasibility or pre-campaign study prior to a campaign. In this video, we discuss what a feasibility study is, what we learn from it, and how it sets the foundation for a successful campaign.

Recruiting people to serve in leadership positions too often involves persistent badgering until people, who may not have the needed skill set, eventually give in and agree to serve.