It has always amazed me how, despite the Loch Ness Monster being acknowledged as a myth and despite the numerous forged images and footage, people continue to search. You see, human beings need myth and magic; we thrive on it. The problem is when we blur the lines and allow magical thinking to enter our work environments.
I remember sitting in a team meeting as my line manager, with fear in their eyes, announced our new targets for the coming year. Most of the team went pale and looked nervously at one another. I merely glazed over and thought about Loch Ness and its most famous "resident" and how, just like those people in search of Nessie, our Trustees were sending us on a similar mission, either because they'd all gone insane or, more likely, they hadn't bothered to consult a fundraiser when setting the targets.
Magical thinking can often creep into the decision-making process of Boards of Trustees or Senior Management Teams (SMTs), especially when setting fundraising targets. Unfortunately, this usually occurs without the consultation of the fundraising experts they have employed, who can provide realistic expectations and guide them away from hunting the ever-elusive monster.
This haphazard approach briefly reassures a nervous (and probably lazy) Board and a worried CEO but, in reality, only serves to harm the charity, your fundraisers, and your donors. The likely impact will be a lower yield than if a more realistic target had been set in the first place. The dangers of such practices are far-reaching and can significantly impact the charity's ability to function effectively.
The most glaring issue with this approach is that it sets the charity up for failure. When the fundraising team is given an unrealistic target, it puts them under immense pressure, often leading to burnout and high turnover rates. This not only hurts the team morale but also affects the continuity of fundraising efforts and relationships that have been built with donors.
Fundraisers themselves must be prepared to take a stand. They often don’t because they are afraid and worry about job security if they take a stand. However, my advice to fundraisers in situations where the CEO or Board refuses to listen to your advice is quite simple: look for a new job, as you're probably on borrowed time anyway.
When a charity consistently fails to meet its fundraising targets, it can and will damage its reputation. Donors may begin to question the management and efficiency of the organisation, leading to a decline in donations and a loss of trust among its supporters. This harms the charity’s immediate fundraising effort and its long-term sustainability.
So, to Trustees and CEOs, I urge you to consult your fundraisers, not just the Directors, when you're setting targets. They know what is achievable and what is not. You need not worry about them not continuing to reach for the stars, for we fundraisers are a competitive and tenacious breed who do not need fear to motivate us.
And to my fellow fundraisers, you must tell your Board or CEO when unrealistic targets are being set and explain why. It is not your duty to have the burden of the entire future of the organisation.
You may find Nessie one day; you never know! Be aspirational and never stop striving. However, when setting your targets, consult your fundraisers and base them firmly in the real world.
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