---

A fundraiser can have a great script.

They can understand the cause.

They can be confident, energetic, and passionate.

But sometimes, that isn’t enough.

Because face-to-face fundraising is not easy.

Every day, fundraisers approach strangers.

They hear “no.”

They are ignored.

They have difficult conversations.

They deal with pressure to perform.

And then they are expected to do it all again the next day.

We often talk about what fundraisers need to do better.

Improve their pitch.

Increase their approaches.

Build confidence.

Hit their targets.

But perhaps we should ask another question:

What support does the fundraiser receive while trying to do all of this?

This is where the team leader becomes incredibly important.

A Team Leader Is More Than a Supervisor

A team leader is sometimes viewed simply as the person responsible for checking numbers and reporting performance.

But effective team leadership goes far beyond monitoring targets.

A good team leader is a coach.

A mentor.

A problem-solver.

A motivator.

A listener.

And sometimes, the person who helps a fundraiser believe in themselves again after a difficult day.

The frontline fundraiser experiences the rejection.

The team leader has an opportunity to help them process it, learn from it, and return the next day stronger.

Fundraising Can Be Emotionally Exhausting

Imagine approaching dozens of people every day.

Some walk past without acknowledging you.

Others tell you they are not interested.

Some may be impatient or even rude.

Eventually, that rejection can affect confidence.

A fundraiser may start wondering:

“Am I doing something wrong?”

“Maybe I’m not good at this.”

“Why is everyone saying no?”

This is where leadership matters.

A good team leader can help the fundraiser understand that rejection is not necessarily a reflection of their ability.

Sometimes people are simply not interested.

Sometimes they are in a hurry.

Sometimes they have financial commitments.

Sometimes the timing is wrong.

The fundraiser needs someone who can help them separate the outcome from their self-worth.

Coaching Is Different From Criticism

There is a significant difference between telling someone they are underperforming and helping them understand how to improve.

“Your numbers are low” is information.

“What do you think is making it difficult to get people to stop?” is coaching.

A strong team leader observes performance, asks questions, listens, and provides practical guidance.

They might identify that a fundraiser is approaching too aggressively.

Or perhaps they are speaking too quickly.

Maybe their opening is too long.

Maybe their body language communicates nervousness.

These are things that can be coached.

The goal is not to make the fundraiser feel inadequate.

The goal is to help them become better.

Every Fundraiser Needs Different Support

One of the challenges of leadership is recognising that people are different.

One fundraiser may need encouragement.

Another may need more structure.

Someone else may need help with communication.

Another person may simply need someone to listen.

Treating everyone exactly the same does not necessarily mean treating everyone fairly.

Effective leaders learn their people.

They understand their strengths.

They identify their challenges.

And they adapt their coaching accordingly.

Recognition Matters

Fundraisers don’t only need to hear when they are doing something wrong.

They also need to know when they are doing something right.

Perhaps someone who struggled with approaching people finally became more confident.

Perhaps a fundraiser handled a difficult donor professionally.

Perhaps someone helped a colleague.

Perhaps their numbers improved significantly from the previous week.

These moments matter.

Recognition reinforces positive behaviour.

It reminds people that their progress is visible.

And sometimes a simple:

“I can see your improvement.”

can mean more than a motivational speech.

Team Leaders Need Support Too

There is another side to this conversation.

We cannot expect team leaders to continuously support their fundraisers if the leaders themselves are unsupported.

Team leaders also experience pressure.

They are responsible for team performance.

They have reporting responsibilities.

They deal with conflict.

They manage underperformance.

They motivate people who may be discouraged.

And they are often caught between organisational expectations and the realities of the field.

If we want team leaders to support their people effectively, organisations must also support their leaders.

That means providing appropriate training, clear expectations, regular feedback, realistic resources, and opportunities for professional development.

Leadership should not mean carrying everything alone.

The Relationship Between Support and Performance

It is easy to look at fundraising performance and ask:

“How many donations did this person generate?”

But perhaps we should also ask:

“What environment are we creating for this person to succeed?”

Performance is influenced by many factors.

Training.

Leadership.

Morale.

Communication.

Resources.

Confidence.

Team culture.

And personal motivation.

A fundraiser who feels supported is more likely to ask questions, seek feedback, learn from mistakes, and continue trying after rejection.

That doesn’t mean support removes accountability.

It means accountability happens within an environment designed to help people succeed.

Strong Leaders Don’t Do the Work for Their Teams

Supporting a fundraiser does not mean lowering standards.

It does not mean making excuses for poor performance.

And it certainly does not mean doing the fundraiser’s job for them.

Good leadership creates the conditions for people to take responsibility for their own performance.

The leader provides direction.

The fundraiser applies it.

The leader provides feedback.

The fundraiser makes the adjustment.

The leader creates opportunities.

The fundraiser takes them.

That is how development happens.

Build People, Not Just Numbers

Fundraising organisations need numbers.

Donations matter.

Targets matter.

Campaign performance matters.

But behind every number is a person.

And if organisations want consistent performance over time, they must invest in those people.

A fundraiser who develops confidence today may become a team leader tomorrow.

A team leader who receives proper development may become a campaign manager in the future.

This is how a profession grows.

Not simply by recruiting more people.

But by developing the people already inside it.

Final Thoughts

Face-to-face fundraising is often described as a numbers-driven profession.

But it is also a people-driven profession.

People approach donors.

People build trust.

People experience rejection.

People motivate teams.

And people need support.

The fundraiser needs more than a script and a target.

They need training.

They need feedback.

They need encouragement.

They need leadership.

And sometimes, they simply need someone to remind them that one difficult day does not define their ability.

That is why team leaders matter.

A strong team leader doesn’t just ask:

“Did you hit your target?”

They also ask:

“What do you need to succeed?”

Because when fundraisers are supported, they are better positioned to support the causes they represent.

And when organisations invest in the people on the frontline—and the leaders supporting them—they don’t just build better fundraising campaigns.

They build stronger professionals.

They build stronger teams.

And ultimately, they build a stronger fundraising sector.

---

Beyond the Pitch

Face-to-face fundraising is about far more than asking for donations.

It is about people, communication, resilience, leadership, relationships, and the human stories behind every conversation.

Through Beyond the Pitch, I share honest reflections from the fundraising field—lessons about leadership, coaching, performance, teamwork, and the human side of inspiring generosity.

Continue the Conversation

If this reflection resonated with you, I’d love to hear your perspective.

What kind of support has made the biggest difference to you as a fundraiser?

And if you are a team leader:

What do you believe fundraisers need most from their leaders?

Join the conversation in the comments and share your experience.

Want to Go Further?

If you’re interested in the human side of face-to-face fundraising, my book Beyond the Pitch: The Art of Face-to-Face Fundraising explores the realities of fundraising, donor conversations, resilience, communication, and the skills needed to succeed in the field.

📘 Explore my books on Amazon:
Kgalalelo Ntumelang on Amazon

Work With Me

If your organisation or fundraising team needs support with fundraising communications, team development, leadership, training, or improving how fundraisers connect with people, I’d love to hear from you.

Let’s talk about how I can support your team.

📩 Email: lelon@reflectionsinmotion.blog

🌐 Visit Reflections in Motion:
Reflections in Motion

---

LELO