The Most Expensive Words in Fundraising Are “That’s Not My Job.”

Dear nonprofit executive and boards,

I've never heard those words from an organization with a thriving culture of philanthropy.

I've heard them plenty of times from organizations that are struggling to raise money.

"That's Development's job."

"That's the Executive Director's job."

"That's the board's job."

"That's Marketing's job."

"That's Programs' job."

On the surface, those statements seem harmless. Organizations need roles and responsibilities. We can't all do everything.

But when fundraising becomes someone else's job, it quietly becomes nobody's responsibility.

That's when silos form. Relationships fall through the cracks. Opportunities are missed. And the Development Director ends up carrying the impossible expectation of raising every dollar while everyone else watches from the sidelines.

Ironically, that's usually when organizations decide they need a new fundraiser.

The problem isn't the fundraiser. The problem is clarity.

One of the first questions I ask a leadership team is simple: "Whose responsibility is fundraising?"

The answers are fascinating. The Executive Director says, "Development." Development says, "The Executive Director and the board."

The board assumes staff is handling it. Program staff don't think they have a role at all. Marketing believes they support fundraising by sending emails. None of those answers are completely wrong.

They're just incomplete.

The healthiest organizations I've worked with don't ask who owns fundraising. They ask how everyone contributes to philanthropy. That's a very different conversation.

The Executive Director has one of the most important roles in the entire equation. Not because they're expected to personally raise every dollar, but because they establish the expectation that fundraising is a shared organizational priority. They model relationship-building. They make time for donors. They celebrate philanthropy internally. They remove barriers. Most importantly, they make it unmistakably clear that generosity isn't the responsibility of one department—it's part of how the organization fulfills its mission.

If the Executive Director doesn't create that clarity, everyone else will create their own version of it. And that's usually where "That's not my job" begins.

The board has a role too. Not every board member should be making asks.

In fact, I think we've done boards a disservice by pretending fundraising only means solicitation.

Some people are incredible ambassadors. Others naturally steward donors. Some open doors. Some lead with their own giving. Others build authentic relationships that eventually lead to philanthropy.

When we define fundraising too narrowly, we convince good board members they're bad fundraisers.

That's why I developed the Five-Role Model of Effective Fundraising Boards™ and the Board Fundraising Matrix™. Instead of expecting every board member to do the same thing, we identify how each person naturally contributes to philanthropy. My Board Fundraising Profile Assessment helps organizations begin mapping those strengths, while the Philanthropy In Action Dashboard creates quarterly accountability around the commitments each board member has chosen to make. Together, these tools shift fundraising from vague expectations to clear, individualized action.

Notice what all four tools have in common.

They create clarity. Because clarity creates confidence. And confidence creates participation. 

Staff play a critical role in that culture as well. Program staff create experiences that donors remember. Marketing tells the stories that inspire generosity. Finance demonstrates stewardship and accountability. Operations shape every interaction supporters have with your organization.

Development doesn't replace those functions. It connects them.

When everyone understands how their work contributes to philanthropy, fundraising stops feeling like an interruption and starts feeling like a natural extension of the mission.

Culture changes. Not because everyone suddenly becomes a fundraiser. Because everyone understands how they contribute to fundraising. That's an important distinction. 

I don't believe every employee should be making donor asks. I don't believe every board member should become a solicitor. I do believe every person in an organization should understand how their work influences generosity.

That's what a culture of philanthropy looks like.

So the next time you hear someone say, "That's not my job," don't start by correcting them.

Start by asking a better question. "Have we ever made their role in philanthropy unmistakably clear?"

Because clarity is contagious.

And so is a culture where everyone understands that while fundraising may live in the Development Office, philanthropy belongs to the entire organization.

Sincerely,

Queers

Queer For Hire provides fundraising support to Queer nonprofits, LGBTQIA+ cultural competency to straight-led organizations and corporations, and individual coaching for Queer professionals.

Learn about our Fundraising Services <here> – we’ll lead or support your fundraising efforts, whether you need general support or want to focus on raising money from and for the LGBTQIA+ community.

Learn about our Fundraising Trainings <here> – we can coach your board, staff, and fundraising team on how to fundraise and how to engage LGBTQIA+ donors.

Learn about our other services <here> or our resources <here>.