There are few born leaders. Leadership can – and should – be taught to fundraisers if charities are to weather these austere climes, argues Neelam Makhijani.

The commitment and passion that fundraisers bring to their roles changes the world. Without you, people would go hungry, animals would be treated cruelly, and forests would be destroyed. Yet there is still much work to do, which is why professional development for fundraisers – particularly that which strengthens their leadership skills – is of vital importance right now.

Leading an organisation through difficult times is challenging by definition. Leading a team from the middle during tough economic conditions can be even harder. Making decisions, inspiring others and persuading superiors are not easy things to do when managers are not recognised as leaders by virtue of power or position.

This is particularly the case in fundraising. The pressures of maintaining income during the downturn are being acutely felt. The need for effective leadership to motivate staff, maintain morale and keep them focused on the future has never been more critical. However, while most directors and managers of fundraising teams recognise the reasons why they need to lead effectively, they don’t all necessarily know how.

Who, for example, knows how well they act under stress? How does this ability to handle pressure (or not) impact on the way you lead? Do you transfer negative feelings to the rest of the team or are you able to shoulder the burden and allow your fundraisers to flourish?

While some people may be born leaders, most of us need to learn – and practice – how to inspire and motivate, build trust and convey authority. And yet how many fundraisers have benefited from leadership training? I would suggest very few.

Research by the Resource Alliance into the professional development needs of fundraising middle managers found a large gap that must be filled. One fundraising director told us that the calibre of middle management is often “disappointing” and that there is a “crying need” for better professional development for this section of our fundraising community.

This failure to nurture enough talent which is ready to step into leadership positions is not a problem isolated to our fair shores alone. In the US, a study of 2,700 development directors and charity heads found that more than half of those surveyed reported a shortage of well-qualified fundraising leaders.

So why are we not investing more in the leadership abilities of fundraisers?

Some may argue this difficult economic environment is precisely the reason why investment is not taking place. That financial constraints mean training budgets have been cut; that there is no room for such luxuries as coaching and mentoring. We say that is a poor excuse.

If more was invested in improving the leadership abilities of fundraising staff organisations may find their bottom lines improve. Why? Because effective fundraising leadership is critical, both internally and externally.

Internally, fundraising leaders – be these the directors, heads or managers – are responsible for keeping their fundraisers motivated; this becomes much harder during persistently tough times that are characterised by redundancies, disruptive restructuring and periods of uncertainty.

Externally, fundraisers are required to lead and inspire giving. This includes having meaningful conversations with philanthropists who are likely to be leaders in their own fields. Surely it will make for more successful major donor fundraising if those building the relationships and making the ask are able to exercise strong leadership abilities themselves?

Some may say that there is no point in an organisation investing in leadership training for fundraisers because the revolving door phenomenon means they will only leave and some other charity will benefit. Again, we say this is a poor excuse. By creating the conditions for success through the provision of professional development, and subsequently more effective leadership, an organisation will be a more attractive place to work – both for the leader and those being led.