For our next instalment of 7 Questions for a Changemaker, we’re excited to feature Sue Griffin, a seasoned non-profit leader and visionary fundraising strategist with more than 25 years of experience helping organizations grow, adapt, and thrive. Sue has led complex fundraising campaigns for local and national non-profits, raising millions through annual giving, major gifts, and grant writing, while strengthening organizational profile and long-term sustainability.
1. Who are you, and what do you do? I'm a wanderlust and currently planning my next Coddiwomple in Europe… travelling to a vague destination with a purpose. My purpose right now is one of discovery—how history impacts culture—and one of ever-evolving self-discovery. I love being in villages where no one speaks English, where I'm challenged.
2. What pulled you into the non-profit world? I grew up in the world of sports and entertainment, booking concerts and negotiating with promoters for the next new act. I was very blessed to be part of a few start-up teams opening new stadiums and arenas in Canada: BC Place, BC Pavilion at Expo 86, SkyDome (now Rogers Centre) in Toronto, and GM Place (now Rogers Arena). During that period, I also worked with a number of non-profits that were renting parts of the venues for fundraisers and found they lacked the knowledge and skills to engage the corporate world. Gathering experience and skills in events, marketing, sponsorship, HR, and contract negotiations, I knew I had something of value to offer the non-profit sector. I left the world of sports and entertainment when I realized there was a misalignment of values. Quite simply, it was a world of greed. So I sought out opportunities in the NFP sector where I could provide value and expertise. A wonderful woman hired me at the Heart and Stroke Foundation because she believed I could bring value, even though I had no fundraising experience. She said it was all about building long-term relationships, and, as they say, les jeux sont faits.
3. Tell me about a moment that made you think, “Yes, this is why I do this.” There have been so many moments… I'm a connector and am passionate about building relationships between people, organizations, agencies, etc., where we share values, a common vision, and a commitment to working together toward a common goal. There was an elderly gentleman on a board I reported to, who was the CEO of one of the top companies in Canada. When he stepped off the board, and in response to a card I had written him, he sent me a letter inviting me to contact him whenever I needed to. It is a letter I cherish to this day. He was from another generation—an extraordinary philanthropist and a man of his word. A true mentor.
4. What's something about working in non-profits that most people don't understand? I'm not being flippant, but non-profits are a key pillar of our society. To be successful in delivering their mission, it is crucial that the organization is values-based and absolutely committed to building long-term strategic relationships. Partnerships with other foundations, individuals, government agencies, and corporations—it’s all about the people. As fundraisers, we know our work is not transactional. We need to constantly and consistently educate our board and staff that everyone is in fundraising. It takes a village.
5. What's one thing you wish more fundraisers or hiring managers knew? Reciprocity in sharing. A relationship is not always equal, but it does need to be fair. Sharing knowledge, time, expertise, enthusiasm, and the desire to learn. It's okay to say “no.” When a donor or corporate partner does not share your values, when they are asking for more than they are prepared to give or share with the non-profit, it is okay to say no and walk away from the relationship.
6. What's a small, underrated habit that's helped your career? Always take time for coffee—face-to-face conversations, meetings, and requests. I always said yes when someone asked if I had time for a coffee, and I continue to be very grateful to those who take the time to meet me and share their ideas and thoughts.
7. Finish this sentence: “The future of fundraising is…” The future of fundraising has to reflect a new model of board governance and participation; the role of government and funding agencies has to evolve into long-term support for operations, as opposed to one-year program support.