Author: Bill Rowley

A campaign should never create readiness. It should reveal it. A while back, I was asked to help a well-known nonprofit salvage a stalled capital campaign. The strategy was solid. The project was compelling. But they had already spent more than they had raised. The problem wasn’t the campaign plan. It was because the organization…

That’s a phrase I hear often:“Our people just can’t give at that level.” It’s usually said gently. Thoughtfully. Protectively. And I understand the instinct. But here’s what I’ve seen over and over: Underestimating your donors caps your campaign before it ever starts. Funny thing is — people often surprise you when they’re invited into something…

Has this happened to you? A board member asks for help meeting the capital campaign goal. Halfway through the conversation, you realize… they don’t plan to give. Ouch. It’s hard to run together when leadership hasn’t stepped up to the line. If leadership doesn’t give first, donors notice. Capital campaigns don’t start with brochures.They start…

In most organizations, volunteers come and go.Some we’re sad to see move on. Others… if we’re honest… bring more than improved parking availability. Every volunteer deserves a sincere thank you. But once in a while, someone rises above the rest. They don’t just serve.They shape the culture.They carry the hard things.They quietly hold the mission…

It’s amazing what a well-executed capital campaign can do. Yes, it raises money. But when it’s done right, it does three things:→ Raises awareness of long-term needs→ Funds the immediate project→ Increases overall, long-term giving That third one matters most. A capital campaign should increase long-term giving — not just fund a short-term project. How?…

I’ve never quite understood this. A nonprofit will invest significant money in a capital campaign, on consultants, planning, strategy, etc., and then treat it like a side project. The campaign becomes something to “fit in” around everything else. It drags on for years.And then everyone is surprised when the results feel… underwhelming. Here’s the truth:…

Should boards support the Executive Director or hold them accountable? The answer is simply, “Yes.” This is one of the most misunderstood dynamics in nonprofit governance. Too many boards think support and accountability are opposites. They’re not. Supportive boards without accountability:→ Avoid hard conversations→ Let performance issues fester→ Confuse kindness with effective leadership→ Put the…

What separates effective board members from ineffective ones? It’s not expertise. It’s not tenure. It’s not even how much they talk in meetings. It’s whether they read the board packet before the meeting. I know that sounds basic. But I’ve been in too many meetings where it was obvious that half the room opened the…