Longevity and Success in Development Roles with Kelly McLaughlin

Nonprofit development roles often face high expectations and intense pressures, leading to frequent turnover and challenges in retaining skilled professionals. Today, May sat down with Kelly McLaughlin, the founder and CEO of From Scratch Fundraising, to dive into this issue.

Understanding the Challenges

The nature of development work can be daunting. Development professionals are often tasked with ambitious fundraising goals that may seem unrealistic given the organization’s historical performance. According to recent data from the Chronicle of Philanthropy, a significant number of fundraisers are contemplating leaving the field or their current roles due to these challenges. Specifically, 28% of fundraisers plan to exit the field entirely, 46% are considering leaving their current organization, and 81% of executive directors report difficulties in filling development positions. Nonprofit leaders have to adjust their strategies for development or find themselves hurting for quality talent.

Creating a Supportive Environment

A key factor in retaining development talent is fostering a collaborative and supportive work environment. Kelly, an expert in interim development roles, emphasizes the importance of creating realistic and data-driven goals. When she works with organizations, the first step is to examine the data related to donor engagement and past fundraising outcomes. Setting achievable goals based on this data helps avoid placing unrealistic expectations on development professionals.

For instance, if an organization sets a goal to raise a million dollars by year-end but has historically raised only $200,000, this discrepancy can set the development director up for failure. A more effective approach is to work closely with the executive director and program staff to develop a budget and fundraising goals that are grounded in the organization’s actual capacity and donor base.

Collaborative Goal Setting

Successful organizations treat their development professionals as integral partners rather than isolated figures. This collaborative approach ensures that all team members are aligned and supported. At a previous organization, Kelly worked with the executive director and program staff to create a “yes-no-maybe” budget list. This method involved identifying which expenses were already funded, which required additional funds, and which were contingent upon finding more resources. This level of collaboration helped everyone understand and support the organization’s fundraising efforts.

Matching Roles to Strengths

Another critical aspect is ensuring that roles within the development team align with individual strengths. For example, a director of individual giving and a grant writer have different skill sets. Expecting one person to excel in both areas can be unrealistic. Instead, organizations should match roles to individuals’ strengths and hire for specific talents that align with the organization’s needs.

Final Thoughts

Retaining development talent and achieving fundraising success requires a blend of realistic goal-setting, collaborative teamwork, and alignment with your organization’s mission. By fostering a supportive environment and leveraging individual strengths, organizations can set their development professionals—and themselves—up for long-term success.