What Fundraisers Actually Control—and What They Don’t
“Focus on what you can control, and let go of what you can’t. That’s where peace begins.”
January has a way of turning the volume up.
New goals. New pressure. New expectations—from leadership, boards, donors, and sometimes ourselves. It’s easy for nonprofit fundraisers to start the year feeling like everything is urgent and somehow also out of their control.
But here’s the truth:
Much of what causes early-year stress comes from carrying responsibility for things we don’t actually control.
This post is about separating what’s yours to manage from what isn’t—and why doing so early in the year helps calm nervous systems, strengthen decision-making, and improve collaboration between executives and fundraising leaders.
Why This Distinction Matters (Especially in January)
Stress thrives in ambiguity.
When fundraisers feel responsible for outcomes without clarity about inputs, authority, or shared ownership, anxiety rises—and effectiveness drops. The same is true for executive directors who expect results without fully understanding what levers can realistically be pulled.
Clarifying controllables isn’t about lowering standards.
It’s about creating realistic expectations, steadier leadership, and healthier fundraising systems.
What Fundraisers Actually Control
Let’s start with what is within your influence:
1. Strategy and planning choices
You can assess what worked last year, identify gaps, and propose smart adjustments—even if you don’t have final approval.
2. Systems and processes
You control how organized your donor data is, how appeals are planned, how follow-up happens, and whether you’re working reactively or intentionally.
3. Communication quality
You can advocate for clarity, ask better questions, and flag misalignment early—especially with executive leadership.
4. How you use your time and energy
You may not control workload, but you do control boundaries, prioritization, and where you spend your best focus.
5. Your internal response
You can choose grounding over panic, curiosity over shame, and thoughtful pacing over urgency theater.
What Fundraisers Don’t Control (But Often Carry Anyway)
This is where unnecessary stress sneaks in:
1. Donor decisions
You influence relationships—but you don’t control timing, capacity, or external priorities.
2. Economic or political conditions
These shape donor behavior, but they’re not a reflection of your competence.
3. Last-minute organizational pivots
You can respond professionally—but surprise initiatives aren’t yours to predict or prevent alone.
4. Board behavior
You can guide, equip, and encourage—but you can’t force engagement.
5. Outcomes without shared ownership
Fundraising results are organizational outcomes, not solo performance metrics.
For Executives: Why This Clarity Helps You Lead Better
When executives understand what fundraisers can—and cannot—control:
Expectations become more realistic
Collaboration improves
Burnout decreases
Fundraising plans become stronger and more sustainable
This isn’t about letting anyone “off the hook.”
It’s about ensuring accountability matches authority and support.
A Grounding Practice for the Start of the Year
Try this simple reset:
Make two lists:
What’s mine to influence and What I’m carrying that isn’t mine alone.
Notice where relief shows up.
That’s usually where better leadership decisions begin.
Final Thought
Clarity is calming.
When fundraisers and executives share a clear understanding of control, responsibility, and influence, the entire organization steadies itself.
And steady is exactly where wise fundraising begins.
