Nonprofit teams are busy. There are always more grants to apply for, more meetings to attend, more reports to write, and more fundraising ideas someone thinks the organization should try.
But in my experience working with nonprofit clients, the problem usually isn’t that teams aren’t doing enough. It’s that they’re doing too many things that don’t actually move the organization forward.
Sometimes the most powerful change a nonprofit can make isn’t adding something new. It’s deciding what to stop doing.
Here are ten things I believe many nonprofit teams should seriously consider letting go of.
1. Chasing Every Grant Opportunity
Just because a grant opportunity exists doesn’t mean it’s worth pursuing.
I often see organizations spend enormous amounts of time applying for grants that are long shots, poor fits, or unlikely to be renewed.
Grant writing takes time — not just to prepare the proposal, but also to manage the funded program and complete the reporting requirements if the grant is awarded.
A better approach is to be selective. Focus on funders that:
- support organizations like yours
- fund the type of work you actually do
- offer the possibility of a long-term relationship
- and where you have more than a snowball’s-chance-in-hell of being awarded a grant
Strategic fundraising almost always beats volume.
2. Hosting Big Galas Just Because “That’s What We’ve Always Done”
Many organizations host large fundraising events simply because they’ve been doing them for years. But when you really look at the numbers — including the value of staff time — the financial return is often underwhelming.
Events can absolutely make sense when they:
- build community
- strengthen donor relationships
- raise visibility for the organization
But if the primary goal is revenue, it’s worth asking a hard question:
Is this the best use of our time and energy?
Sometimes the answer is no.
3. Sending Newsletters That Read Like Annual Reports
Many nonprofit newsletters focus heavily on internal updates: program descriptions, staff announcements, long summaries of activities.
But donors and supporters are not looking for an internal report. They want to understand:
- the impact of their support
- the people whose lives are changing
- why the work matters right now
A strong nonprofit newsletter tells stories and reinforces connection. It humanizes the work and carries some emotional heft. It helps readers feel like friends of the organization.
It answers the question “Why should I care about this work?” — even if it never explicitly asks for a donation.
4. Holding Board Meetings Where Staff Talk At the Board
In many organizations, board meetings consist of staff delivering long updates while board members listen quietly. Maybe they nod once in a while.
But boards are supposed to provide guidance, perspective, and connections.
If meetings are structured as presentations rather than conversations, organizations miss the opportunity to benefit from the board’s experience. Board meetings work best when they include:
- thoughtful questions
- strategic discussion
- opportunities for board members to share ideas and advice
A board meeting should feel like a conversation, not a lecture.
5. Resisting AI and Other Technologies That Increase Efficiency
Some nonprofit professionals worry that adopting AI or new technologies will make their work feel impersonal. But when used thoughtfully, technology can actually free up time for the work that matters most. Tools can help with things like:
- research
- drafting communications
- organizing information
- managing workflows
The goal isn’t to replace human relationships. It’s to reduce administrative burden so nonprofit teams can focus on their mission and the people they serve.
6. Neglecting the Donors You Already Have
Organizations often spend enormous energy trying to find new donors while overlooking the people who are already supporting them. But donor retention is one of the most powerful drivers of sustainable fundraising.
Existing donors already believe in your organization and its mission. You know how to get in touch with them, and they may be open to deeper engagement.
All of the data in the nonprofit sector shows that taking care of the donors you have is more effective than constantly chasing new ones.
7. Treating Your CRM Like a Data-Entry Chore
The relationships that many nonprofits have with their CRM reminds me of a relationship with a bad boyfriend or girlfriend: They give and give and give… and never seem to get much in return.
Nonprofit teams often feel like they are constantly putting information into their CRM but rarely using it to generate meaningful insights. A well-used CRM should help organizations:
- track donor engagement
- identify giving patterns
- plan cultivation strategies
- prioritize outreach
If the system only feels like a burden, it may be time to rethink how it’s being used.
If conversations about your CRM seem to dominate staff meetings, that may be a sign the system needs to be reconfigured so the CRM works for you — instead of you working for the CRM.
8. Creating Fundraising Plans That Never Get Executed
Many organizations invest significant effort in developing fundraising plans. The plans are thoughtful, detailed, and often beautifully formatted. And then they sit in an electronic file somewhere in the cloud.
A fundraising plan is only useful if it leads to action. The most effective plans are simple, clear, and tied to specific deliverables and timelines, they are right-sized to the organization (in other words, they shouldn’t require a staff of 20 to execute if the organization only has a staff of 10).
Utility matters more than complexity. Execution matters more than perfection.
(Pssst…. I help nonprofits develop tactical, executable development plans! Give me a shout if you’d like to learn more.)
9. Turning Everything Into a Zoom Meeting
Meetings are often the default response to any challenge. But too many meetings can slow organizations down and drain staff energy.
Not every issue requires a group discussion. Sometimes a quick email, shared document, or short phone call is far more efficient.
Remember, way back before the pandemic, when we did phone calls? Believe it or not, phone calls are still a thing! Zoom fatigue is real. Can you turn that Zoom meeting into a phone call?
Protecting staff time is an important part of building a healthy and effective organization.
10. Underpaying Nonprofit Staff
Nonprofits exist to improve people’s lives.
But too often the sector relies on underpaid and overworked staff to carry out that mission. When compensation is low across the organization, it creates real challenges:
- talented staff leave for more sustainable jobs
- institutional knowledge disappears
- burnout becomes the norm
- both programs and fundraising suffer
All of those problems cost money.
Fair compensation isn’t just a human resources issue. It’s a sustainability issue. Organizations that want to deliver meaningful impact over time need teams that are stable, supported, and able to build long-term careers in the sector.
Investing in staff isn’t separate from the mission. It’s part of what makes the mission possible.
A Final Thought
Nonprofit work is challenging.
There is always pressure to do more — more programs, more fundraising, more outreach.
But sometimes progress comes not from doing more, but from being more intentional about where time and energy go.
For many nonprofit teams, the most powerful question might simply be:
What should we stop doing?
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