Turnover has long been a challenge in the fundraising profession. In 1996, a study by Edward G. Thomas at Cleveland State University revealed that over half of development staff left their positions within five years. Since then, the situation has only worsened. A few years ago, frequent job changes on a résumé were red flags to recruiters. Today, in the context of high turnover, three years at a single organization is seen as impressive staying power. It’s common to hear of fundraisers leaving within a year or even under six months.
High turnover creates issues on multiple fronts. For one, it negatively impacts an organization’s donor relationships and bottom line. But it also damages the reputation of fundraisers who make frequent moves, casting doubts on their commitment and reliability. With the constant influx of new opportunities, particularly on job sites like Phil’sJobs, it’s tempting to jump at the next attractive role. But in an environment where senior fundraisers are in short supply, this abundance of options can lead to short-term thinking. When there were fewer openings, sticking it out was often the only option, giving fundraisers the chance to build meaningful relationships and a solid track record.
This desire for the “perfect” role can also lead to job-hopping, which may undermine your professional growth. Starting fresh with every new job prevents you from building a reputation, cultivating donor relationships, and creating value for an organization. Ultimately, fundraisers are hired to either make money for or save money for their organizations. If a résumé is filled with brief tenures, it raises questions about one’s ability to bring sustained value.
Currently, the high demand for fundraisers allows for more job experimentation, but it’s worth remembering that market dynamics can change. The COVID-19 pandemic and economic downturns like 2008 are reminders of how quickly the landscape can shift. During these periods, many organizations faced budget cuts and layoffs, and fundraising positions became scarce. Having a longer-term perspective can protect against these market shifts, even if it means sticking with a job that isn’t perfect. After all, no job is ideal, and every role has its challenges.
That said, this advice doesn’t apply to situations where you’re in a toxic work environment, or if you simply know early on that the position or organization isn’t a fit. If you’re in a role that threatens your mental or physical health, or if the position just isn’t aligning with your values or goals after a reasonable adjustment period, then leaving might be the best choice.
When my family and I moved to Canada, a friend advised us not to make any major decisions until we’d experienced all four seasons. This advice is just as relevant for jobs: it takes time—often a full year or more—to truly understand an organization’s culture and challenges. Additionally, major gift fundraising can take 18 months or more from the first donor contact to closing the gift. Leaving every year doesn’t allow the time needed to cultivate meaningful relationships and deliver results.
Ultimately, sticking it out, even when a role isn’t perfect, can offer invaluable experience, long-term stability, and a stronger professional reputation. The “perfect” job might be a myth, but a fulfilling career often comes from learning, adapting, and growing within a role over time.