When I was a major gift fundraiser in the mid-2000s, I kept hearing stories about these legendary fundraisers; charismatic charmers who could effortlessly secure six- and seven-figure gifts over lunch. Even today, some organizations are still hoping to land that magical hire. You know the one: a fundraising unicorn who walks in with a Rolodex (who even has those anymore?) and “hits the ground running.” The so-called rainmaker.
I’ve heard it so many times: “If we could just hire a top fundraiser from a big-name organization, all our problems would be solved, and the millions would start rolling in.” It’s a seductive thought. But let me burst the bubble: it’s a myth.
The Problem with the Rainmaker Narrative
I’ve lived this. I was a successful fundraiser in some environments, and less successful in others. That doesn’t mean I suddenly lost my skills. It means fundraising success depends on fit and environment. Like the saying in Ratatouille, "Anyone can cook", I’d say, Anyone can make rain. With the right ingredients.
I’ve seen fundraisers pushed out of one organization for "underperforming," only to thrive and exceed goals in a different setting. You can't expect someone to move from a well-resourced shop with a culture of philanthropy and exciting projects into a struggling nonprofit with no case for support, and perform the same miracles. It just doesn't work like that.
When HR builds a hiring profile around personality, charm, or connections alone, the critical structures that support sustainable fundraising often get ignored. And that’s where the problems start, unrealistic expectations, burnout, and disappointment. Not just for the new hire, but for the whole team.
The organizations where I did really well had a few things in common: a compelling cause, a strong support structure, and leadership that understood fundraising, because they were fundraisers themselves. I worked in a faculty alongside brilliant researchers, professors, and a dean who was a phenomenal fundraiser. Yes, the dollars were attributed to me, but it was a team effort. It always is.
The Risk of Hiring for a Myth
People who know me know I’ve met thousands of fundraisers over the years. And only once -once, did I meet someone who could truly fundraise for anything, from anyone. This person flat-out told me they didn’t care about the cause—they just loved closing deals. They would’ve sold snow to the Arctic. But that’s one person. Almost everyone else in this profession is mission-driven first, and that’s what fuels their success.
That "rainmaker" didn’t stay long, by the way. For them, it was career-first. That kind of approach is rare, and it’s not what most organizations need or should be hiring for.
The rainmaker myth also tends to show up in moments of urgency or desperation. “Let’s just find someone who can fix this.” But it’s not sustainable. And when the magic doesn’t happen? Cue the cycle: panic, turnover, another rushed hire. It happens all the time.
And here’s what gets overlooked:
- Systems: Is your donor database even functional? Can you track a donor journey from start to finish?
- Collaboration: Are fundraisers meaningfully connected to programs, finance, and communications?
- Onboarding: Did you give your new hire a roadmap—or just toss them the keys to a moving vehicle?
Even the most seasoned fundraiser will struggle without the right foundation. And if your expectations are completely disconnected from reality, like raising millions without a clear case or impact story, you’re setting them (and your mission) up to fail.
What Actually Drives Fundraising Success
Let’s also bust another myth while we’re at it: the lone wolf fundraiser.
The best fundraisers are not lone wolves. They’re team players who:
- Build trust over time, not in one flashy ask.
- Align donor values with mission, not just pitch and close.
- Engage consistently and thoughtfully, not just through galas and golf tournaments.
What helps them do that? The right tools and support. I’ve had my best successes when I worked closely with talented research staff who gave me the right intel at the right time. Clear KPIs. Thoughtful, strategic leadership. A collaborative culture.
Fundraising isn’t a sprint, it’s a marathon. And a strategic one at that.
HR’s Role in Changing the Narrative
HR needs to be a strategic partner in this work. Too often I hear from board members, “We just need someone who can go out and make asks!” Or, “Why don’t they just call Jimmy Pattison?”
But fundraising doesn’t work that way. Donors give strategically. You need a clear case, a real relationship, and a plan.
This is where HR can make a real impact:
- Job postings: Are you looking for a magic Rolodex and “killer instincts,” or for someone strategic, coachable, and values-aligned?
- Interviews: Are you asking how candidates build relationships, work in teams, and use data?
- Support: Are you providing onboarding that connects fundraisers to the organization’s impact story? Are the goals realistic? Is there a budget for professional development?
HR isn’t just about hiring the right person, it’s about setting that person up for success.
A Better Approach
It’s time to retire the rainmaker myth. Stop hunting for unicorns. Instead, build a system where great fundraisers can grow.
That means:
- Hiring for mindset, not just pedigree.
- Investing in training, infrastructure, and cross-functional collaboration.
- Celebrating team wins, not individual heroics.
Final Thought
Fundraising isn’t about magic. It’s about strategy, collaboration, and heart.
You don’t need a rainmaker. You need rain systems.
And HR? You’re one of the most important parts of building the weather pattern that makes that possible.