How Are You Using Your Time?
One of the common challenges fundraisers face is managing competing priorities. At first glance, the job seems straightforward: raise money.
The reality is far more complex. Fundraisers balance donor relationships, organizational expectations and administrative tasks, all while staying up to date with program offerings, while balancing the need to create and share impact information.
“I Don’t Have Time for That”
A frequent refrain I hear is, “I don’t have time for all of that.” However, I am reminded of a saying: It’s not that we don’t have time; it’s that we don’t prioritize.
When someone tells me they don’t have time for an essential element of the job, I wonder what it is they are de-prioritizing - and why. This isn’t about judgment, but curiosity. I find myself reflecting on my own time and wondering if I’m prioritizing what matters most. You might do the same.
In the nonprofit world, demands on our attention are constant! Should you prioritize your boss? The donor? The programs? Administrative tasks? Adding to the complexity, we all have natural working styles and personal motivations that influence how we manage our time.
We Spend Time on What Feeds Us
I’ve noticed that people often spend the most time in areas they’re the most comfortable.
For example, if you’re an extrovert who loves engaging with donors, you might struggle to find time for administrative tasks or data updates. On the other hand, if you are more introverted, you might prefer researching donors and writing complex reports – possibly at the expense of connecting with donors personally.
Maybe you’re a people pleaser, bending yourself into a pretzel, making the boss happy, attending every program meeting and accommodating every donor request.
Those are of course, extreme examples, but they illustrate a key point: the best fundraisers struggle to balance everything that’s required.
Prioritizing and Time-Blocking
Over the years, I’ve developed a framework for managing these competing priorities. It’s not a perfect solution, but it helps create a framework and an opportunity for a gut check when things get off balance.
Here’s a breakdown of how I suggest allocating time:
40% Donor Engagement: Aim to spend about two days a week or three hours per day engaging with donors. This includes calls, emails, meetings and travel if necessary. It’s not about being face-to-face as much as staying actively and meaningfully engaged.
20% Donor Prep and Strategy: Think of this as strategy and research time. Allocate around eight hours a week, or an hour and a half daily, to review donor background, analyze notes, connect with prospect research, and align to your annual plan for each donor.
20% Administrative Work: This includes updating donor databases and preparing materials. If you’re fortunate enough to have administrative support, this is the time to meet with them, ensuring you’re set up for success.
20% Organizational Work: Every organization has its requirements. This time includes mandatory meetings, internal relationship building and learning about programs. Knowing about the organization and its ins and outs helps you serve donors better.
Flexibility is Key
This framework is flexible. Each day, week, month and season will require adjustments in how you spend your time. For example, if you’re new to an organization, you might initially need to spend more time learning about the programs and meeting key people. (You can read more about my last blog that highlights that.) That will diminish over time. Or during year-end, your focus on donor engagement may dominate your schedule.
Awareness is also essential. Use curiosity to check in with yourself. And, if you find yourself off-balance, ask yourself what’s going on. Is it the time of year? Is it your natural comfort level? Is it an indication that something needs to change, like asking for administrative support, or adjusting your caseload size?
Final Thoughts
At the end of the day, your job as a fundraiser is to raise money. The best way to do that is to find balance between competing priorities. It’s a practice we should all learn, both personally and professionally. This balance requires guardrails, flexibility and a little grace. Keep evaluating your use of time, adjusting as needed to prioritize what matters.