I recently had a chat with a brilliant but exhausted fundraising leader who shared an all-too-familiar story. Their team has significant gaps, and they’re desperately trying to recruit (another challenge worthy of its own article). But what’s really keeping them awake at night is the charity’s refusal to adjust their fundraising targets to reflect the reduced capacity.

They’re overwhelmed, with stress levels through the roof. Anyone who’s been there knows the harsh reality: the only way to even come close to meeting outsized targets is to work unsustainable hours and postpone strategic work – the very stuff that would strengthen and sustain the charity’s future.

This short-term thinking typically leads to one of two outcomes (or both): either the organisation loses exceptional fundraisers and leaders, or it finds itself facing a deficit at year-end.

Yes, I’m being deliberately provocative and simplifying complex situations. But I’ve seen versions of this story play out for decades. It’s become so embedded in charity culture that it’s often seen as inevitable – after all, the organisation needs the money to survive, right?

When faced with these complex, nuanced challenges, organisations often default to a ‘dig deeper, try harder’ mentality. And it’s not just fundraisers who are exhausted – everyone is. While there’s no perfect solution that will suit every situation, one thing is crystal clear: we must find better alternatives than driving our people towards burnout.

I work with fundraisers to develop practical tools and approaches to manage overwhelm and navigate these challenging situations. However, while these individual strategies offer immediate relief, they’re not enough on their own. As a sector, we need to confront and address the root issue itself. Only by tackling these systemic challenges head-on can we create sustainable change that benefits both our people and the causes they serve.