I was recently sharing a meal and commiserating with a longtime friend who has been, at various points, my client, my boss, and always my mentor. He was telling me about a recent campaign kickoff he attended. It was a significant undertaking for the organization, and the room included senior staff, board members, campaign volunteers, and major donors. 

What struck him most was the lack of energy in the room. There was no spark, no sense of urgency or excitement. He kept coming back to one question. If they are not excited about the campaign at the kick off, how are they ever going to inspire donors to give? 

We both had to admit that we had seen this before. Too often. And in our experience, it has always proven fatal for fundraising success. 

Enthusiasm is not a “nice to have” in fundraising. It is a requirement. I had never thought about it quite so bluntly, but once I did, I could not unsee it. I have never seen a low energy, unenthusiastic fundraising team succeed. Not once. 

So if enthusiasm is as critical as strategy, systems, staffing, and governance, how do leaders deliberately create it and ensure it spreads to donors? 

It starts at the top 

Organizational culture almost always starts and ends with leadership. Enthusiasm is no exception. Leaders set the emotional tone, whether they intend to or not. 

I have been fortunate to lead teams that were consistently enthusiastic, and that was helped by the fact that I genuinely love this work. I often quote the fictional Dicky Fox from Jerry Maguire, “I love to get up in the morning!” 

That does not mean leaders never feel tired or discouraged. It does mean that sustaining enthusiasm is part of the job. And there are practical ways to do that. 

Take care of yourself 

It starts with you. Leaders cannot model enthusiasm if they are burned out or depleted. 

For me, that means movement most mornings. Running, biking, the gym, whatever fits that day. It clears my head and helps me show up as my best self. As I get older, I also need quiet time in the evening to read, reflect, and unwind from the constant pressure of being on all day. 

What matters is not the specific habit, but the commitment to protecting whatever keeps you grounded and energized. If you do not prioritize it, no one else will. 

Practice visible optimism 

Fundraising and nonprofit leadership are demanding. You hear the word no far more often than yes. Resources are constrained. The hours can be long. Leaders do not have the luxury of dwelling on those challenges in front of their teams. Tell your dog how bad your day was. Tell your team why tomorrow will be better and why the work still matters. 

Transparency and vulnerability are important, but they should always leave people oriented toward possibility and progress. Optimism is not denial. It is a leadership choice. 

Celebrate success early and often 

Celebration does not have to be elaborate. It can be as simple as a sincere thank you or public recognition in a meeting. Celebrating success reinforces the behaviors you want repeated. More importantly, it creates a sense of momentum. 

Winning is easier to be enthusiastic about than grinding endlessly without acknowledgment.  

Brag about your team 

Never miss an opportunity to talk about how great your team is. When you recognize people publicly, you reinforce pride and belonging. If you are speaking at an event, call out specific team members. When you introduce someone, highlight something you genuinely admire about their work. Enthusiasm grows when people feel seen and valued. 

Stay close to the program 

Most people enter this work because they want to make a difference. Ironically, fundraisers are often the most distant from the impact they are responsible for funding. Leaders must be intentional about reconnecting fundraising teams to the program. 

When I was a CEO of a Boy Scout council, I made it a priority at least once a month to speak directly with youth and families. Those conversations grounded me, gave me real stories to share, and reminded me why the work was worth the effort. 

Bring program leaders and participants into staff meetings. Hold meetings in program locations when possible. Just be sure program teams understand you are there as collaborators in the mission, not tourists passing through. 

Make sure there is room for fun 

When we recently revisited our firm’s values, I insisted that having fun be one of them. Not forced fun or constant social activities, but intentional attention to joy. 

That can look like starting meetings with personal check ins instead of jumping straight to the agenda. Smiling. Laughing. Sharing stories. Making it clear that enjoying work is not only allowed, it is expected. Life is short. The work is hard. We spend too much time together not to enjoy it. 

Fundraising success is rarely derailed by a lack of intelligence or effort. More often, it stalls because the people closest to the work stop feeling energized by it. Donors can sense that immediately. Enthusiasm cannot be faked, but it can be cultivated. When leaders invest in their own energy, model optimism, celebrate progress, and stay close to impact, enthusiasm becomes contagious. And when that happens, fundraising stops feeling like an uphill battle and starts feeling like a shared mission worth rallying around. 

Have a question or perspective to share? I’d love to hear from you.