Stop Hiring Development Directors to Do Everyone Else’s Job
Key Takeaways
You wouldn’t hire a surgeon and ask them to also run the gift shop. So why do you hire development directors and expect them to also handle marketing, events, and volunteer coordination? This scenario plays out constantly. I get asked to come in and evaluate fundraising performance, and I review job descriptions that make me want to scream:
- Major gift cultivation and stewardship
- Grant writing and management
- Event planning and execution
- Marketing and communications
- Volunteer coordination
- Database management
- Board meeting preparation
- Social media management
- Annual appeal coordination
- Corporate partnership development
Ten different jobs. One salary. One person expected to excel at everything. Then I talk to the leaders. They’re frustrated that their “development director isn’t raising enough money.”
Of course they’re not. They’re too busy being your marketing manager, event coordinator, and administrative assistant.
Why Nonprofit Leaders Create Impossible Development Jobs
The logic seems sound:
“We’re a small organization. We need someone who can wear multiple hats.”
But here’s what actually happens when you hire a development director to do everyone else’s job:
They become mediocre at everything instead of excellent at fundraising.
Think about it. A development director spending 30% of their time on events, 20% on marketing, and 15% on database management has only 35% left for actual donor cultivation. That’s not enough time to build the relationships that generate transformational gifts.
Meanwhile? Your major gift prospects go months without meaningful contact. Foundation deadlines get missed because grant writing got pushed aside for event logistics. Board members wonder why donations aren’t growing.
The answer isn’t that your development director is lazy or incompetent. The answer is that you’ve created a position where fundraising success is structurally impossible
The Real Cost of the Swiss Army Knife Approach
When you hire generalists instead of specialists, you don’t save money. You lose it.
Consider this: A focused major gift officer who spends 80% of their time on donor cultivation might secure three $50,000 gifts in their first year. That’s $150,000 in new revenue.
A “development director” juggling ten responsibilities might secure one $25,000 gift while managing your gala and updating your website. That’s $25,000 in new revenue.
Same salary. Six times less revenue.
The hidden costs go deeper:
- Donor relationships deteriorate when cultivation gets deprioritized
- Grant opportunities get missed when deadlines conflict with event planning
- Staff burnout increases when one person carries impossible workloads
- Turnover accelerates when talented fundraisers realize they’re not actually fundraising
That “cost-effective” generalist position becomes the most expensive mistake you make.
Of course, this assumes you have a competent development professional. If you’re not sure, keep reading to learn how to tell the difference between role problems and performance problems.
How to Structure Development Roles That Actually Generate Revenue
Stop asking one person to be your entire external relations department. Start building specialized roles that produce specialized results. The key principle applies regardless of organization size: Development staff should spend 80% of their time on direct fundraising activities. Core Development Focus Areas:
| Core Development Focus Areas: | What development staff should NOT do: |
| Major gift cultivation and stewardship (60% of time) | Event planning and logistics |
| Grant writing and management (20% of time) | Social media management |
| Strategic planning and board reporting (10% of time) | General marketing and communications |
| Donor research and prospect identification (10% of time) | Volunteer coordination |
| Administrative tasks that don’t directly support donor relationships |
Whether you have one development person or ten, protect their time for the work that generates revenue. Everything else? Reassign it. Eliminate it. Handle it with other staff members.
Want to learn more about building effective fundraising strategies? Check out our guide on nonprofit fundraising strategies that actually work.
What Happens When You Let Fundraisers Focus on Fundraising
Organizations that protect their development staff’s time see dramatic results. One organization restructured their “Development and Marketing Director” role into two focused positions. The new Major Gift Officer, freed from marketing responsibilities, increased major gift revenue by 180% in 18 months. Another organization stopped asking their Development Director to manage events. Result? They secured their first six-figure gift within six months because the director finally had time for proper donor cultivation.
The pattern is consistent: Specialized roles produce specialized results.
When fundraisers can focus on fundraising, fundraising improves. When they’re distracted by ten other responsibilities, everything suffers. This is especially critical when developing comprehensive nonprofit fundraising plans that require sustained focus and strategic thinking.
Common Objections to Specialized Development Roles (And Why They’re Wrong)
We can’t afford multiple development staff members
You can’t afford NOT to have focused roles. A generalist making $65,000 who raises $100,000 costs you money. A specialist making $75,000 who raises $300,000 makes you money.
The math is simple: Revenue per dollar of salary investment.
Our development director should understand all aspects of the organization
Your development director should understand your programs, impact, and mission. They shouldn’t be responsible for implementing your marketing strategy and coordinating your volunteer appreciation dinner.
Understanding is different from executing.
We’re too small for specialized roles
Size isn’t the issue—priorities are. A $500,000 organization that prioritizes fundraising will outgrow a $2M organization that treats development as a side responsibility. Start with clear role boundaries, even if you only have one development person.
Protect their time for high-value activities.
Good development professionals should be able to handle multiple responsibilities
Good development professionals CAN handle multiple responsibilities. That doesn’t mean they SHOULD.
You’re paying for their fundraising expertise, not their ability to juggle unrelated tasks.
How to Audit Your Current Development Job Descriptions
Take an honest look at your development roles:
Step 1: List Every Responsibility
Write down everything your development staff currently handles. Be specific.
Step 2: Categorize by Function
- Direct fundraising: Donor cultivation, grant writing, major gift solicitation
- Fundraising support: Database management, gift processing, donor research
- Non-fundraising: Event planning, marketing, communications, volunteer coordination
Step 3: Calculate Time Allocation
What percentage of time goes to each category? If less than 80% goes to direct fundraising, you have a problem.
Step 4: Identify Quick Wins
What non-fundraising tasks could be reassigned, eliminated, or outsourced immediately?
Step 5: Plan the Transition
How will you restructure roles to maximize fundraising focus? This audit process works best when combined with a comprehensive nonprofit funding strategy that aligns roles with revenue goals.
What’s the ROI of hiring specialized development staff versus keeping generalists?
Organizations with specialized development roles typically see 2-3x higher revenue per development staff member. The initial investment in additional staff pays for itself through increased fundraising effectiveness within 12-18 months. How to Tell the Difference Between Bad Setup and Bad Performance Sometimes the problem isn’t the job description—it’s the person in the job. Here are the warning signs that indicate performance issues rather than role confusion:
Red Flags for Actual Poor Performance:
They won’t make donor calls even when given proper support and time
Consistently avoids phone calls and face-to-face meetings. Makes excuses about why “now isn’t a good time” to contact prospects. Prefers email and written communication over personal interaction.
They can’t articulate your mission clearly or compellingly
Struggles to explain your impact in donor-friendly language. Uses jargon and program details instead of transformation stories. Can’t adapt their message for different audiences.
They don’t understand the donor development process
Jumps straight to asks without proper cultivation. Can’t map out a donor journey from prospect to major gift. Doesn’t know how to qualify prospects or gauge giving capacity. Lacks basic understanding of donor psychology and motivation.
For a comprehensive guide on proper donor development, check out our donor development strategies article.
They can’t manage their time or priorities effectively
Consistently misses deadlines even when workload is reasonable. Spends time on low-value activities while ignoring high-priority prospects. Can’t distinguish between urgent and important tasks. Shows poor organizational and planning skills.
They have chronic lapsed donor issues due to poor communication
Donors consistently lapse because they don’t understand impact. Can’t create compelling stewardship communications. Fails to maintain regular, meaningful contact with supporters. Doesn’t track or respond to donor engagement patterns.
Learn more about preventing donor attrition in our lapsed donor recovery guide.
They resist feedback or professional development
Becomes defensive when receiving coaching or suggestions. Doesn’t implement recommended strategies or improvements. Shows no interest in learning new fundraising techniques. Blames external factors for all fundraising challenges.
When It’s Time to Make a Change:
If you’ve addressed role clarity, provided adequate support, and given someone 6-12 months to demonstrate competency in core fundraising skills, and they’re still not performing, the issue is likely fit rather than setup. Good development professionals:
- Embrace donor contact and relationship building
- Can tell compelling stories about your impact
- Understand and implement systematic cultivation processes
- Manage their time effectively when given clear priorities
- Seek feedback and continuously improve their approach
The key question: Are they failing because the job is impossible, or because they lack the fundamental skills and drive that fundraising requires?
For more guidance on building effective development teams, explore our Strategic Fundraising Accelerator program.
You might be asking yourself
Look at time allocation first. If your development director spends less than 80% of their time on direct fundraising activities, role confusion is likely the primary issue. Poor performance becomes apparent only when someone has adequate time and resources to focus on fundraising but still doesn’t produce results.
Focus that one person on the highest-value activities: major gift cultivation and grant writing. Everything else should be reassigned, eliminated, or handled by volunteers/contractors. A focused generalist will always outperform a scattered one.
Development staff should provide input on events and marketing from a donor perspective, but they shouldn’t be responsible for execution. Their expertise should inform strategy, not implement logistics.
Start by protecting blocks of time for pure fundraising work. Gradually reassign non-fundraising tasks to other staff or contractors. The transition should happen over 3-6 months to maintain operational stability.
Conclusion: Stop Sabotaging Your Own Fundraising Success
Your development director isn’t failing because they’re bad at fundraising. They’re failing because you’re asking them to be good at everything else too. The solution isn’t finding a more talented generalist. The solution is creating focused roles that allow talented people to excel at what they do best. Stop hiring development directors to do everyone else’s job. Start building development teams that can actually develop revenue. Because in fundraising, organizations that let fundraisers focus on fundraising are the ones that consistently hit their goals.
Ready to restructure your development roles for maximum impact?
Download our free guide:
“5 Reasons Your Impact Isn’t Translating to Revenue”
Discover the hidden barriers that keep mission-driven organizations stuck at the same funding level year after year.
Schedule a Discovery Call
Schedule a discovery call to discuss how passionate, ethical fundraising could transform your organization’s impact and revenue growth.
Choose your path above and let’s get started.