Ops Insights #067 - 6 Strategies to Navigate Disagreements Between Operations and Fundraisers
June 10, 2025 | Read Time: 6 minutes | Written by Jenny and Doug Kleintop
I co-wrote this edition with my husband Doug. He’s a frontline fundraiser, always has been, and I’m in philanthropy operations, always have been. Can you imagine the many conversations we have at the dinner table? Why can’t you get your contact reports into the database? Why can’t you make it easier for us to get our contact reports in? On and on.
Even though we often “duke” it out in conversations, it has really balanced each of us. I’ve gained a better understanding of his perspective, and he’s gained a better understanding of mine. Together, we navigate to common ground to ultimately figure out what the best route or solution is. Sometimes we figure out it's best to go my way, other times his way, and many times somewhere in the middle.
Disagreements between development operations and frontline fundraisers are inevitable. Fundraisers are focused on donor relationships, revenue generation, and closing gifts, often requiring flexibility and quick turnaround times. Conversely, operations prioritize processes, efficiency, and sustainability, ensuring that the nonprofit adheres to policies, procedures, and best practices. These differing perspectives can lead to conflict, but conflict isn’t necessarily a bad thing.
Let’s repeat that - conflict isn't necessarily a bad thing unless you make it a bad thing.
Disagreements can be productive when managed effectively. Think about your personal life. If you live in a household with someone else… Do you always agree with that person? No, and to be honest, I think it would be boring if we always agreed. It’s natural not to, as we all have our own ideas, perspectives, likes, and dislikes.
The key is not to avoid conflict, but to navigate it in a way that leads to stronger processes, better decision-making, and, ultimately, more successful fundraising efforts.
Let’s dive deeper.
Why do disagreements happen?
Fundraising is inherently complex, involving multiple teams, priorities, and external pressures. Some of the most common sources of friction between fundraisers and operations include:
Data integrity: Fundraisers may find it burdensome to get their activity logged in the database, while operations may not fully understand why.
Data requests: Fundraisers want access to data, reports, and lists quickly to implement their strategies, while operations contend with multiple requests, data needing to be cleaned up, and complex data pulls.
Gift processing timelines: Fundraisers may push for expedited processing to meet donor expectations, while operations may need to take longer to ensure accuracy and adherence to procedures.
System constraints: Fundraisers might see database limitations as barriers, while operations understand the technical realities of how systems function.
Recognizing that these tensions arise not because one side is right or wrong, but because both fulfill necessary roles, is the first step in managing them effectively.
Over the years, Doug and I learned how to navigate disagreements and have helped many like you to do the same. We thought we’d share six strategies to navigate disagreements.
1. Assume Positive Intent: It’s easy to become frustrated when a request is delayed or a process seems unnecessarily complicated. But in most cases, operations and fundraisers are simply doing their jobs to the best of their ability. Assuming that the other side is acting in good faith can help shift the conversation from opposition to collaboration.
Instead of: “Why are they always slowing things down?”
Try: “What concerns do they have that I might not be considering?”
2. Explain the Why: Many disagreements stem from a lack of understanding about why a process exists or why a specific request is being made. Operations should take the time to explain the reasoning behind policies and procedures, while fundraisers should articulate why a particular request is important to donor relations.
For example, if a fundraiser asks for an exception to a gift processing rule, operations might respond with: “I understand the urgency, but here’s why we follow this process—without it, we risk compliance issues that could have long-term consequences.”
Likewise, if operations delay a request without explanation, it can lead to frustration. Instead of saying, “That’s not possible,” try, “Here’s the challenge with that request and why it would take longer, but if we do it another way, we could do it quicker.”
3. Pick Your Hard Stances: Not every disagreement needs to turn into a drawn-out debate. Some policies are non-negotiable, such as legal and financial regulations. Others, however, may have room for flexibility. Operations should determine when strict adherence is necessary and when exceptions or alternative solutions can be considered.
For example, a request to bypass the required approval process for a large gift may not be negotiable due to financial oversight rules. However, adjusting how data is entered into the database to serve fundraisers’ prospecting needs better might be an area where compromise is possible.
4. Engage in Solution-Oriented Conversations: When disagreements arise, the focus should be on finding a solution that works for both sides. Instead of getting stuck in “we can’t do that,” operations and fundraisers should shift the discussion to “how can we achieve the same goal while meeting necessary requirements?”
For instance, if a dashboard or report is not feasible due to limitations with the database, the conversation could shift from “we can’t do that” to “here’s another way we can do that.”
5. Establish Clear Communication Channels: Many conflicts arise from last-minute requests or misaligned expectations. Setting up regular check-ins between operations and fundraisers can help prevent crises before they happen. These meetings should be opportunities to discuss challenges, upcoming initiatives, and any process improvements that could benefit both teams.
Additionally, having documented guidelines for common issues, such as processing timelines, required documentation for different gift types, and database entry standards, can help set expectations and reduce friction.
6. Accept That Consensus Isn’t Always Possible: There will be times when operations and fundraisers simply won’t agree. The goal isn’t always to find a compromise, but rather to ensure that both sides are heard and decisions are made with the nonprofit’s best interests in mind.
If a final decision must be made that one side disagrees with, it’s important to acknowledge that disagreement while reinforcing shared goals. For example: “I know this isn’t the outcome you were hoping for, but here’s why we have to move forward this way. I appreciate your perspective, and I want to make sure we continue working together to improve these processes where possible.”
In summary, it helps to focus on the bigger picture. Disagreements between operations and fundraisers aren’t a sign of dysfunction. They are a sign that people are engaged, invested, and committed to their roles. The key is to approach these disagreements with respect, a willingness to listen, and a focus on shared objectives.
By fostering a culture where both teams understand each other’s priorities, explain their reasoning, and work together to find solutions, philanthropy teams can turn potential conflicts into opportunities for stronger collaboration and better fundraising outcomes.
Take Action
Re-read these six strategies and make notes on how they can apply to you and your team. Then pick two projects where you can apply these strategies. Start with two, and then it will get easier from there.
1 ➡ Assume positive intent.
2 ➡ Explain the why.
3 ➡ Pick your hard stances.
4 ➡ Engage in solution-oriented conversations.
5 ➡ Establish clear communication channels.
6 ➡ Accept that consensus isn’t always possible.
You’ve got this!
👋 👋 Thanks for reading,
Jenny and Doug
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