# Self-destructive Fundraising

- Link: https://fundraising.co.uk/2011/08/25/selfdestructive-fundraising/
- Published: 2011-08-25T08:48:37+01:00
- Author: Kevin Baughen

In his blog this week Jeff Brooks talks about three [self-destructive courses of action](http://www.futurefundraisingnow.com/future-fundraising/2011/08/how-to-make-sure-the-economy-really-crushes-you.html)
not-for-profit organisations are following in a flawed attempt to survive the current
tough economic climate.  He cites three main behaviours suggested by fundraising
consultant [Michael Rosen](http://michaelrosensays.wordpress.com/2011/08/12/3-ways-for-nonprofits-to-crash-and-burn-in-the-current-economy):

 1. Stop Asking.
 2. Do Not Have a Compelling Case for Support.
 3. Ignore Current Supporters.

Given our experience of the last three years, I’d add a few more linked behaviours
guaranteed to make it tougher for not for profits and charities to survive an economic
downturn:

 1. Put your head in the sand and just carry on doing things the way you’ve always 
    done them… the downturn will improve right?
 2. Shy away from innovation and new ideas. Supporters and donors are having to think
    differently about their world, their budgets and their priorities so charities 
    need to do exactly the same if they are to maintain a share of a shrinking/changing
    wallet.
 3. Stubbornly persist with the ethos that the not for profit world is superior morally
    and operationally to the commercial world and ignore ideas and processes that might
    actually help in tougher times.
 4. Be parochial about what you do and don’t partner with organisations that could 
    actually help to deliver an even better service to your beneficiaries and create
    a stronger case for support for donors.
 5. Continue to pay staff peanuts for their skills, relying on the goodwill or an independent
    income to attract and motivate the best people to do outstanding work for you.
 6. Treat volunteers like skivvies; not engaging them with the organisation and just
    getting them to deliver the crap tasks you don’t want to do

Obviously, these are generalisations and don’t apply to every or even one particular
organisation but we’ve seen evidence of them all.  What would you add from your 
experience?

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