"As someone who grew up facing extreme poverty, I understand the stress and fears associated with financial instability. Watching my parents work hard and creatively in order to sustain our family, I learned that income inequities in this country can leave even the hardest workers destitute. To me, this is an injustice, and correcting it has become my core source of motivation in terms of my career. My past experiences combined with the desire to ensure everyone has access to the same resources I did has led me to your organization, and I hope I can use my passion and motivation to advance its mission."

Think of what drives you to achieve your personal and professional goals. Then, find similarities between these and the mission of the organization with which you are interviewing.

Remember, intrinsic motivation comes from within. Extrinsic motivation comes from interpersonal relationships, social expectations, and societal pressures. You can structure your answer by sharing examples of each kind of motivation in your own life.

Have you previously worked at a non-profit organization?

"Although I have never worked in the non-profit field before, I have been volunteering twice a month at a local nursing home. I visit with seniors living there, assist them with daily tasks, read to them, and listen to their stories. This experience has shown me the importance of connecting with others, especially the most vulnerable in our communities. Because of this, I am determined to enter the non-profit field and begin a career helping others. I know my decades working as a sales manager have prepared me for this position in particular."

Non-profit organizations operate similarly to for-profit companies. However, they have more limited resources, and non-profit employees need to understand the challenges that accompany this. Fundraising managers often perform a wider variety of job functions with smaller compensation compared to their corporate counterparts in sales. The interviewer wants to know that you are aware of and comfortable with this.

Provide the interviewer with a brief overview of any non-profit experience you may have, whether as a professional or volunteer. Your answer will stand out if your experience directly relates to the mission of the organization for which you are interviewing. If you do not have non-profit experience, explain why you want to join this field of work and how your experience has prepared you for it.

Have you ever worked with private foundations?

"During college, I completed a two-year internship with a private foundation which was set up by a local business leader. The purpose of the foundation was to invest in childhood education; my responsibility was to review award applications and narrow down the selections that most closely reflected the foundation's mission to enhance educational resources for students in kindergarten all the way through sixth grade. To help me better make these selections, I researched each organization that submitted an application and followed up with their grant writers with relevant questions. This experience gave me an in-depth understanding of how private foundations operate. As such, I know how to offer guidance on what they are looking for in a funding application."

Fundraising managers guide a team of skilled fundraisers to achieve annual goals through a variety of avenues including small and major individual gifts, corporate partnerships, federal grants, and more. Private foundations are established by individuals and entities seeking to make an impact in specific issue areas. The interviewer wants to know that you understand how to engage these essential resources for non-profits seeking financial assistance.

Highlight any specific experience you have working with private foundations. Explain the purpose of the foundation and how it is connected with the work of your organization. If you have worked directly for a private foundation, describe what your role entailed and how it boosts your qualifications for a fundraising manager position. If you have never worked with or for a private foundation, simply explain what you know about their importance in the fundraising cycle.

How comfortable are you with public speaking and presenting?

"When I first started my fundraising career as a donor relations coordinator, I was a bit shy and lacked confidence when presenting donor reports to my own team. However, as I gained experience and availed myself of professional development opportunities, my confidence grew. So did my comfort with public speaking. In the past five years, I have given a dozen speeches at local and national fundraising conferences in addition to frequently presenting information to my organization's board of directors on fundraising strategies. Now I feel very comfortable in front of audiences of any size because I am sharing information I understand and really care about."

Fundraising managers are frequently required to present information to organizational leadership including officers, executives, and boards of directors. These presentations detail fundraising progress and strategies for future success. Additionally, fundraising managers should feel comfortable speaking about the organization's programs in front of large groups of people. Everyone has the potential to become new donors or strategic partners!

Share your experience with public speaking. Perhaps you gave speeches as part of a college course or maybe you have given speeches to small or large audiences related to your profession. No matter your experience level, assure the interviewer that you are excited to speak publicly about their organization's community impact.

Which issues are you the most passionate about?

"I am extremely passionate about the issue of wage equality, and I was drawn to your organization because of the important work it contributes to this area. As a child of a single mother, I saw how much she struggled to make basic ends meet despite being college-educated and working in her field for decades. Because of this, I dedicated my life to the mission of closing the gender pay gap; I know my fundraising skills can help your organization continue to work toward this end."

More and more job-seekers are looking for positions with non-profit organizations because they want to feel like their labor makes a difference in the lives of individuals in their communities or around the world. Make sure you highlight what makes you unique! The interviewer wants to know that you are not only passionate but that you are able to eloquently connect that passion with the work of the organization.

Fundraising managers must excel at succinctly describing the mission and vision of their organization, and they must do this in a sincere, relatable way. Model this skill in your response: First, identify generally the issues you care about most. Next, explain why these issues matter to you personally. Finally, make the connection between your personal experience and the mission and vision of the organization for which you are interviewing.

What is your perspective on the role of special events in your fundraising calendar?

"From my perspective, special events are as much marketing and networking opportunities as they are fundraising ventures. Every time I plan a special event, I hope to engage potential new donors and tell the story of our organization's history, its mission, and its impact on the community at large. To help me accomplish this goal, I always assist in registering guests so I can greet familiar faces and introduce myself to new people. During the event, I walk through and interact with our supporters and make sure to thank them for their support. After the event, I send out Thank You emails to our new supporters and encourage them to visit our facilities for a personal tour. In this way, special events are absolutely vital in supporting established and developing new revenue streams."

Special events are not only vital to meeting annual fundraising goals, but they also bring important publicity to an organization's mission and programs. In addition to raising money, the interviewer wants to know that you can utilize special events to network, enhance community connections, and market the services your organization provides.

First, explain your general philosophy on the purpose of special events. Then, talk about how you have used special events to meet annual goals. Finally, share if you have used these events to expand your professional network, meet potential donors, and raise awareness for your organization's cause.

Do you have experience developing relationships with C-suite executives and other corporate leaders?

"As a corporate relations officer with my organization, it is my responsibility to manage relationships with C-suite executives and other corporate representatives. My goal is always to foster goodwill through mutually beneficial partnerships that will ultimately lead to financial gifts. I do this by first investigating a company's social responsibility model prior to inviting a leader to meet with me. This ensures that their model aligns with our mission and vision. Next, I send an introductory email as well as a hand-signed letter briefly explaining the work our organization does. Finally, I call the individual directly to invite them to our organization for a personal meeting and offer to travel to their company if they prefer. In this first meeting, I outline the programs we offer and the specific ways they rely on in-kind, volunteer, and financial support to operate. From there, I highlight ways that partnering with us can benefit their company's public image, and I regularly check in with the leader to provide updates on relevant engagement opportunities based on our discussions of their CSR model. This strategy has initiated hundreds of corporate partnerships that sponsor key programs and events for our organization."

Fundraising managers must be comfortable not only interacting with executives but also cultivating those relationships toward making a gift. Getting your foot in the door can sometimes be a difficult first step. Explain your strategy for first securing a meeting with a corporate leader, and then explain how you work to grow that relationship.

Companies want to give to organizations that align with their own values and interests, whether they are donating supplies, money, or even volunteer labor. While many companies donate anonymously, remember that corporate partners are looking for a relationship that is mutually beneficial. In your answer, make sure to mention how you have demonstrated these benefits in your efforts to secure these essential partnerships.

Do you have experience networking with government officials and others working in the public sector?

"Yes, I do! In fact, toward the beginning of the COVID-19 pandemic, I was working for a non-profit that provided food and temporary housing for families in need. When the city received federal funding for coronavirus relief, they approached our organization because we had the infrastructure in place to administer these funds through our social service programs. Since I was the strategic partnerships manager, I was assigned to act as the liaison between the organization and the local government representatives responsible for dispersing those funds to us. Because it was a detailed, complex process, I arranged an in-person meeting where they could tour our headquarters and learn how we planned to set up new spaces for rental and utility assistance. Then, I worked with our accounting team to develop a weekly report on relief fund activities. I established a system for maintaining regular contact with the appropriate government officials and provided them with these reports. As a result, I was able to expand my professional network, and I feel extremely confident working with any government representative."

Many non-profit organizations rely on government grants, contracts, and other resources to deliver essential services to the community. A fundraising manager will likely have to interact with government representatives during their tenure. Managing government partnerships involves a great deal of attention to detail and comfort with complexity. The interviewer wants to know that you have these characteristics and experience.

Tell the interviewer about any relationships you have developed with government officials in your career and highlight successful partnerships that contributed positively to the community. Discuss how you managed those relationships after initiating them. If you do not have experience working with government officials directly, share your past experiences building relationships with business leaders, donors, volunteers, customers, etc., and how that would inform your strategies for engaging with the public sector.

How do you encourage giving in others?

"Although I have no direct fundraising experience, I have been a successful sales manager for the past fifteen years. During that time, I coordinated several teams of inside and outside sales associates toward meeting quarterly and annual sales quotas. An essential part of this process was building relationships with individuals. I always told my team to form sincere bonds with potential customers. When you respect, listen to, and cater the customer experience to the individual, they are more likely to make a purchase, and you are more likely to make a huge sale. I believe this principle applies directly to fundraising, and I look forward to using these interpersonal skills to enhance your organization's financial resources."

As fundraising manager, your primary responsibility is ensuring your team secures enough funding to meet a specific annual goal decided by organizational leadership. The interviewer wants to know that you have the interpersonal skills needed to motivate others to give financial or in-kind donations.

If you have sales experience, tell the interviewer how you believe these experiences transfer into a fundraising role. If you have previously worked in fundraising, share specific examples of successful strategic partnerships. Next, describe your strategies for developing these relationships and cultivating those toward eventually making a gift.

Please describe your grant-seeking experience.

"I began my non-profit career as an intern assisting the grant manager at a non-profit that provided shelter for victims of domestic violence. In that capacity, I researched potential grantors whose interests connected to our organization's mission and worked to determine giving capacity. The research I conducted contributed to the successful acquisition of over one million dollars for the organization. As such, I am quite familiar with the entire grant cycle from identifying appropriate grants to stewarding the relationship between my organization and the grantor. Combined with my management experience, I believe my in-depth understanding of the grant process makes me uniquely qualified to be successful in this role."

Grant-seeking is an important part of a non-profit organization's efforts to meet annual fundraising goals. Talk to the interviewer about any experience you have overseeing the process of researching, writing, and securing grant awards.

The interviewer wants to know that you understand the steps of the grant cycle from start to finish and can guide any team members responsible for researching, writing, securing, and managing grant awards. Focus on how you support efforts to identify relevant grantors and offer constructive feedback

Have you ever contributed to the development and/or implementation of a strategic plan?

"I have worked as Development Coordinator on the fundraising team for the last six years. During that time, I have been an individual contributor to two strategic plans, and I have assisted our project manager in creating goals and tasks related specifically to boosting donor engagement over a three-year period. Towards this end, I really enjoyed working through the details that led to specific steps that would help us meet our goals. In addition, I relished the opportunity to assign responsibilities based on individual team members' job descriptions as well as their strengths and interests. In the end, we exceeded our new donor engagement goal by 10% and increased donor retention by a similar percentage. My exposure to and experience with strategic planning has prepared me to guide project management efforts related to fundraising."

Well-funded non-profit organizations might be able to afford to employ a project manager to guide the development of a strategic plan. If they are unable to do so, they rely on staff members and organizational leadership to create a plan that will support program operations for years to come. Either way, the interviewer wants to know about your exposure to creating strategic plans as well as participating in their implementation.

If your ideas have ever been included in a strategic plan, share those with the interviewer! Be sure to include details about how those ideas manifested and how they contributed to achieving specific goals. Don't forget to share any projects or tasks within the plan on which you took the lead. If you have had no exposure to strategic planning, don't worry. Envision how you would go about working with others on your team and within the organization to craft a strategic plan for fundraising. The interviewer will be impressed by your creativity and vision!

Explain your team leadership style.

"As a sales manager, I lead with confidence and authority measured by accessibility, empathy, and instruction. It is my responsibility to fully understand the intricacies of each team member's role and to view it within the context of the greater team. This strategy helps guide my decision-making in every area. I want team members to feel respected as individuals so that we function cohesively and meet our targets. Every member of my current team knows they can come to me with questions, ideas, and concerns, and they will be listened to and taken into consideration as we plan sales strategies. In addition, I feel it is extremely important to educate myself on current sales trends and share professional development resources with the team. When team members trust that I am arming them with the best possible resources I can provide as a leader, they will operate as a stronger team."

Focus your answer on your philosophy of team leadership and then provide examples of how you implement this philosophy to strengthen your team dynamics. It is important to not only self-identify your leadership qualities but also demonstrate how those qualities affect the team as a whole. The interviewer wants to know that you can jump into any team and lead with confidence!

Explore how you use your interpersonal skills to relate to team members, and discuss the importance of transparency and consistency in terms of communication. A good leader offers professional support to improve individual and team performances, so detail how you would provide these kinds of resources as a team leader.

Do you have experience managing departmental budgets?

"Yes, I do. I used to manage the volunteer services department, and we had a modest budget of $15,000 annually to help with purchasing supplies needed to volunteer events, communications, and daily activities. In my planning, I budgeted the greatest expenses for special events, since these tended to attract the most volunteer support and overwhelmingly contributed to new volunteer recruitment and current volunteer retention. We used this money to purchase food, beverages, shirts, and other items to thank volunteers for their participation and to encourage them to return in the future. These items, emblazoned with our organization's logo, also helped to advertise our work in the community."

As a fundraising manager, you will certainly be responsible for managing your fundraising budget, which includes staff compensation, special events, donor engagement, database management, professional development, and more. Provide the interviewer with budgetary details from your experience and how you spent that money.

Highlight specific and unique ways that your budget management yielded benefits for your department and/or organization. The interviewer wants to know that you can not only stay within budget but can also maximize the funding you are given to the greatest effect.

Please describe how you encourage professional development among team members.

"I always avail myself of e-learning opportunities that share new trends in fundraising and non-profit development. I investigate new software and assess the cost-benefit of pursuing new technologies that would enhance our fundraising activities. When I attend conferences, I always create a brief presentation to summarize important ideas to share with my co-workers and organizational leadership. I also share any relevant new contacts that can expand our professional network. By modeling initiative when it comes to professional development, I encourage growth among team members and offer them support by ensuring every possible resource is at their disposal. In the past, I have accomplished this by scheduling monthly e-learning workshops and making room in the budget for team members to alternate attending annual fundraising conferences. This approach has been well-received by team members in the past!"

Non-profit organizations often require workers to wear many hats and juggle a number of responsibilities. Because of the rapid pace as well as the competitive and ever-changing nature of non-profit fundraising, it is essential for each member of your fundraising team to continue to build on their skills. The interviewer wants to know that you not only value professional development but can deliver resources to enhance your team's effectiveness.

Share with the interviewer specific ways that you have utilized professional development to boost your abilities as a fundraiser and manager. Then, talk about how you would offer professional development opportunities to members of the fundraising team.

As a manager, how do you onboard and train new team members?

"Any time we hire new team members, I make sure they have ample opportunity to observe team operations in action. I schedule times for them to shadow each team member so they understand the individual work they contribute and how that work shapes the team's accomplishments as a whole. I meet with the new employee and allow them to reflect on their shadowing experience. I also personally review our strategic plan and key donor information. Perhaps most importantly, I want to make sure every new team member feels comfortable coming to me with questions or concerns about standard team practices. I am always open to new ideas, and I welcome any suggestions recommended by individuals new to the team."

As a manager, you should foster a welcoming and inclusive environment where new team members feel comfortable and can quickly adapt to their roles. Discuss the steps you take to create this kind of environment and explain to the interviewer your preferred methods of orienting individuals.

Non-profit environments are fast-paced, and most organizations experience enormous increases in fundraising activity around the holiday seasons. Make sure to address how you take the fundraising calendar into consideration when introducing new members to the team.

Describe a process improvement you made that increased donations to your organization?

"When I joined my current fundraising team, the organization had a very limited digital presence including a Facebook page and a website with minimal functionality. Our programs are focused on providing affordable healthcare based on a sliding scale, and I knew we had an opportunity to appeal to a younger demographic not currently represented in our donor base. Because of increasing interest in this issue among Generation Z, I proposed pursuing smaller, targeted social media campaigns with one-click donation enhancements. We revamped our website to include video testimonials from real clients and streamlined the donation process. I worked closely with our communications team to advise them on creating additional social media pages and devised strategies for boosting digital engagement. In the end, we saw traffic to our social media and website pages increase by more than 500%, which resulted in an additional $25,000 a year in monetary donations."

Fundraising managers must not only be able to meet challenging fundraising goals, but they should also surpass those goals for the greatest benefit of the organization's programs and clients. Talk about a time when you changed or adjusted a process that resulted in an increase in individual, corporate, or foundational giving.

Focus on numbers here! Share with the interviewer what your goal was and how the process improvement helped you meet the goal or surpass it and by what specific number.

What methods do you use to identify high-capacity donors?

"I have found networking to be the most effective strategy in terms of discovering new donors. I attend events for organizations with similar missions and reach out to corporations whose foundations focus on the areas that we address with our programs. Throughout the year, I work closely with our special events coordinator to craft events with sponsorship opportunities that are typically attractive to high-capacity donors. For example, last year we hosted a gala that included a dinner prepared by celebrity chefs, a special wine tasting, a silent auction, a live jazz band, dancing, and speeches by long-time benefactors. The event was $150-$500 a ticket depending on the perks the attendee wished to experience. During the gala, I greeted guests and visited each table to introduce myself and share more about the work we do with potential new supporters. This approach has yielded 5% growth amongst donors we consider to have strong giving capacity."

As a fundraising manager, you will ensure each individual fundraiser on your team contributes to identifying donors based on their unique focus area (i.e., corporate giving, foundations, individual donors, etc.). However, you also need to be skilled at developing and following leads that result in financial awards for your organization. The interviewer wants to know that you have a detailed system for finding high-capacity donors.

There are a number of ways fundraising managers discover donors with excellent giving potential. Fundraisers attend special events where they can network with potential partners. They utilize lead generation software, consult with current donors, and host engaging fundraising experiences that will attract people passionate about their cause. Detail for the interviewer your professional strategy for identifying these kinds of donors.

Describe a time when you successfully led a team to meet a challenging fundraising goal.

"Because of an increase in the need for utility assistance and temporary housing during the COVID-19 pandemic, our organization set about expanding its services. As a result, our board of directors tasked us with securing an additional $1 million for our annual goal last year. This was a huge assignment for a team of seven fundraisers. However, we met as a team and dug deep into our line items to determine how we could make small changes in the areas of foundational giving and grant awards, which had been smaller percentages of our overall fundraising efforts until that point. I asked our corporate and major gifts officers to devote an additional two hours a week to researching new grant opportunities and connecting with private foundations representatives. As a result, we met our board's assignment and were able to deliver critical services to the community during an especially trying time."

The ultimate goal of the fundraising manager is to guide the fundraising team toward reaching its annual fundraising goal. The interviewer wants to know that you are confident, experienced, and prepared to take on this responsibility.

First, clearly state the specific fundraising goal you were assigned. Next, describe in detail how you delegated projects, gathered and dispersed donor leads, and provided strategic and managerial guidance toward meeting that goal. Finally, share with the interviewer what the results were. Show that you are proud of your accomplishments!

How have you promoted fundraising events in the past?

"Any time I plan a special event, I work closely with our communications team to develop material that will be relevant and exciting to our target audience. Sometimes we want to engage new donors. Sometimes we are hoping to reignite the interest of lapsed donors. I always defer to the professionals when it comes to communications strategies while also providing my insight in terms of what makes donors tick. As such, I have worked on radio and television spots, digital and print ads, social media campaigns, and more. I am very comfortable working in a communications space, and I enjoy crafting messages that will motivate community stakeholders to attend our events."

Spreading awareness of fundraising events is as important as the events themselves. If no one shows up to your event, you cannot share the good work your organization does and engage potential new donors. The interviewer wants to know that you have experience in advertising events and can work with communications professionals to craft compelling promotional material.

Tell the interviewer about your advertising experience. Whether you worked with communications staff to create digital, print, or broadcast media or developed these materials yourself, share with the interviewer details about how you advertised your fundraising event. Then, share specific attendance numbers. This will demonstrate your ability to execute an effective advertising campaign.

What is the most successful fundraising event you have ever coordinated?

"In my previous role as special events associate, we planned a small food truck festival to raise funds for our clients who were victims of domestic violence. My job was to assemble local food truck businesses to participate; in the end, I recruited ten trucks for the event, and they agreed to donate 100% of the proceeds to our organization in exchange for positive publicity. As a result, we raised over $50,000 and created an extremely fun and popular event. I believe this model could be expanded and refined to support your organization."

Special events are vital in a non-profit organization's efforts to meet fundraising goals and bring public awareness to its programs and community impact. They are important ways to engage current and potential new donors as well. A fundraising manager must have experience directing special events or working closely with a special events coordinator to implement them.

Tell the interviewer about any special events you have helped plan, develop, and/or oversee during your career. Describe where the event was located, its purpose, and the results of the event in terms of attendance and funds raised.

How do you incorporate volunteers into fundraising efforts?

"In my capacity as Community Engagement Manager with my previous organization, I was responsible for the recruitment, training, and retention of volunteers, which included directing their involvement in fundraising efforts. Due to privacy issues, volunteers were not allowed to access our donor database; however, I frequently engaged new volunteers by hosting donor acknowledgment nights. New and existing volunteers would stop by for an evening of letter-writing, thanking donors for their gifts. This gave me the opportunity to share more about our organization's work and even led to some volunteers becoming donors as well! I believe engaging volunteers is critical to an organization's fundraising efforts."

Volunteer support is essential in non-profit operations and administration. Fundraisers often rely upon volunteer support for a variety of activities including special events, donor acknowledgment, grant writing, and more!

The interviewer wants to know ways you have included volunteers in the past. Describe these instances and share how you tap into each individual's skill set to determine suitable volunteer roles. Don't forget to emphasize the importance of training volunteers!If you have never worked with volunteers, discuss ideas you have for utilizing their skills to boost donor engagement.

Share a time when you built a strategic partnership that resulted in a financial gift.

"In my previous position as a major gifts officer, I had a fundraising goal of $5,000,000 per fiscal year. This was strictly for above-the-line expenses, and I consistently contributed in excess of $10,000,000 per year in additional below-the-line funds to build upon the organization's endowment. Part of my strategy was focusing on a handful of individual donors who would donate large sums based upon their passion for the organization's work funding innovative STEM programs in middle schools. I identified a potential donor based on my research into educational philanthropists with a special interest in advancing STEM efforts in schools. I sent him an introductory letter and engaged him via phone call to invite him to meet with me about our organization. We connected instantly, and he was especially impressed with the large number of funds we had been able to raise for our one hundred partner schools. His specific scientific interest was in robotics, so he agreed to provide one million dollars annually to our robotics program with a ten-year commitment."

Strategic partnerships are valuable to a non-profit organization's growth and financial stability. They contribute essential knowledge and resources thanks to their desire to see positive changes in the community. While strategic partners can provide volunteers, board members, professional advice, in-kind donations, and more, focus your answer on the financial aspect of these partnerships.

Think of any individual donor, corporate sponsor, group partnership, etc. that you initiated. Explain how you developed that lead and the steps you took to develop the relationship. Then, describe how you cultivated that relationship to the point where you felt comfortable making an ask that resulted in a financial gift.

How do you determine fundraising goals for each fiscal year?

"Towards the end of each fiscal calendar, I organize a meeting between myself, the CEO, CFO, and each program director. First, I meet with them individually to learn about the organization's overall financial goals as well as each program's unique service goals. We want to make sure the organization has operational support in addition to a strong endowment. These meetings provide me with a ballpark figure I can count on as I work with my fundraising team to plan events and strategies for the coming year. When the board of directors delivers a specific number, we know exactly how much money we need to raise. From there, I work with our small and major gifts officers, corporate relations team, and foundational giving manager to discuss specific ways we plan to meet these goals and by what dates. Each individual has a portion of the overall goal they are expected to meet by a particular deadline throughout the fiscal year, and my job is to guide and offer support to the team throughout that process."

Developing fundraising goals can be a challenging task and involves working closely with organizational leaders, program staff, and accounting professionals to determine the unique needs of your organization's programs. Share how you compile this essential information and then use it to divide your annual fundraising goal into smaller goals for individual fundraisers.

Share your overall annual goal with the interviewer. Then break down that goal into the following relevant areas: Individual donors (small donations, major gifts, etc.), corporate donations, foundational giving, grants, etc.

Have you worked more with corporate or individual donors?

"During my years as a corporate fundraiser, I have raised over $100 million in partnerships with dozens of separate corporate entities. I have raised an additional $50 million in grant funding from corporate foundations. While my experience in successfully procuring large corporate gifts qualifies me for a corporate fundraising position, I also believe that my skills translate into individual fundraising. Each corporate gift I secure began by making human contact and developing relationships with the people involved on the corporate side. It requires strong interpersonal skills the same way that individual fundraising does. As such, although I consider myself a corporate fundraising professional, I am confident I could also secure large gifts from individuals."

First and foremost, the interviewer wants to know that you are an experienced fundraiser. Next, they want to see that you understand the differences between raising funds through corporate donations and foundations versus cultivating partnerships with individual donors.

Focus any discussion of your experience on the area for which you are interviewing, but also show that you understand how to fundraise in other areas. For example, if you have more corporate experience, elaborate on that experience, but also share how that knowledge informs an understanding of fundraising from individuals.

How do you handle an angry customer?

"A few years ago, a client called to complain that the volunteer scheduled to deliver her weekly box of supplemental, shelf-stable food supplies had not been delivering her food. I assured her I would investigate the issue and return her call within the hour. I contacted the volunteer, who insisted he had been making the deliveries. I opened the client's file and saw that her address had been mistakenly altered in a recent software update, so the volunteer had been delivering to the wrong home. I called the client and apologized for the mistake, contacted IT to correct the issue, alerted the volunteer to the address change, and sent the client enough food to make up for the days lost. She was happy with my quick attention to her concern."

Nonprofit employees will occasionally encounter an unsatisfied volunteer, donor, strategic partner, or community stakeholder. Fundraising managers will typically address complaints from donors and strategic partners. The interviewer wants to know that you handle yourself with professionalism and poise in the face of high-stress situations or environments.

Share with the interviewer how you remain focused and engaged in this situation. Describe how you acknowledge the person's complaint, and then lay out the steps you take to address the situation. Remember, the goal is to show how you would be an excellent representative of the organization in any situation, and you can do this while also demonstrating your knowledge of the organization's programs.

How do you handle time management when you're presenting?

"Strategic partnership meetings are essential in strengthening relationships with some of our most generous financial supporters. When I present program results to our strategic partners, I want them to feel inspired and motivated to continue giving. In addition to providing partners with data that demonstrates the specific ways their funding has been put to good use in the community, I always share client stories that illustrate positive life changes or improvements. I organize these presentations into three, ten-minute parts: Data first, client stories second, and time for questions at the end. Although I am flexible, having this structure helps me to focus on delivering the essential information in a professional manner that is also sensitive to the partner's time."

Effective time management will ensure you touch on all essential points, leave time for questions, and have a good pace. Tell the interviewer your process for preparing for a professional presentation. Explain how you cater your presentation to a specific audience and organize the material based on the allotted time.

Offer some effective strategies you use to make a presentation engaging in addition to being punctual. For example: Don't fill the screen with words. Only use essential key phrases and supporting images so that your audience understands the main points of the presentation.

Please describe your experience working with vulnerable populations.

"For twenty years, I was the director of a community center where people experiencing homelessness came to shower, wash clothes, receive new clothes, and engage in prayer and fellowship together. We served everyone without discrimination and worked hard to make them feel respected. Every social worker was trained to welcome each client with open arms, greet them by name, and listen to their story. Then, they would ask them what they needed. It is my firm belief that anyone needing assistance ought to be treated with human dignity."

The interviewer wants to know that you have experience working with vulnerable populations because non-profit organizations want to hire people who understand and are empathetic to their client's unique needs. A fundraising manager should be able to communicate these needs with potential donors.

If you have experience with direct service, you should explain your approach to meeting with people seeking assistance. Explain your interpersonal interactions with them as well as how you manage and process their requests with professionalism. If you do not have this direct experience, explain how the work you have done in past positions has benefited those in need.

When have you used new technologies to enhance fundraising efforts?

"Two years ago, I attended a national fundraising conference on behalf of my organization's small development team. We were having trouble expanding our donor base outside of our local community, even though we had recently expanded services thanks to a multi-year grant. In order to ensure the national services continued, we needed a stream of new donors from which we could build a solid foundation of support. At the conference, I met with a number of vendors to discover useful new technologies. One of the vendors introduced me to an affordable lead-generation service that many mid-size national non-profits had been using in recent years with great success. I presented this information to our board of directors upon our return, and they instructed me to test it through a three-month trial period. At the end of this period, I determined that the service helped increase small, individual donations from donors in states we had never received donations from before. I always embrace new technology and eagerly seek out efficient ways to incorporate them into the fundraising process."

Non-profit organizations work with limited budgets, and staff members often wear many hats. As such, resources for purchasing new technology and then training staff to use that technology can be limited. The interviewer wants to know that you embrace new technology and can leverage it to meet and surpass fundraising targets.

Tell the interviewer about any digital databases, lead generation services, social media initiatives, and more that you have used successfully to meet and/or surpass your fundraising goal.If you have never used new technology as part of your fundraising efforts, think expansively and creatively about how you may use technology to enhance the fundraising and donor engagement processes.

Describe your experience with database management.

"As an operations specialist for the fundraising team, I am very familiar with all aspects of managing our donor database, Blackbaud. I use it to input new donor records, update existing ones, run reports and analyze data, and pull addresses for acknowledgments and mass mailings. The data I compile is used by the fundraising team to inform strategic fundraising decisions. Because of my knowledge of and skills with Blackbaud software, I feel confident adapting to new software as it becomes available and is always seeking opportunities to expand my abilities."

Nonprofits use a number of databases to manage information about employees, donors, clients, and other organizational stakeholders. The interviewer wants to know that you have the skills and knowledge to jump into this position ready to go.

Mention the specific names of databases with which you are familiar and how you used them in your daily work life. If you do not have experience with database management, share situations where you had to quickly master a new technology or an unfamiliar skill in order to complete a task.

Discuss your familiarity with Microsoft products and your overall comfort using computers.

"Having worked as a data entry specialist for several years, I utilize Microsoft Office applications as well as my organization's CRM database every day. As a result, I have developed a strong ability to use these tools to complete any task assigned to me. I received my Microsoft Office Specialist certification and constantly strive to discover new office software that helps increase my work efficiency."

As a fundraising manager, you will be required to be proficient in Microsoft Office Suite and basic computer handling. The interviewer wants to know that you have these skills and that you understand how they will be used in the specific position for which you are interviewing.

Prepare by familiarizing yourself with the position description and highlighting ways that it will require you to use Microsoft Office Suite and/or computer processes. When you answer, list the Microsoft programs with which you feel most proficient and share any computer-related certifications you may have. Then, talk about how your knowledge and skills will translate to this position. You should feel open to sharing any of your additional technical skills that are relevant.

Fundraising Manager Interview Questions

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1. What motivates you?
2. Have you previously worked at a non-profit organization?
3. Have you ever worked with private foundations?
4. How comfortable are you with public speaking and presenting?
5. Which issues are you the most passionate about?
6. What is your perspective on the role of special events in your fundraising calendar?
7. Do you have experience developing relationships with C-suite executives and other corporate leaders?
8. Do you have experience networking with government officials and others working in the public sector?
9. How do you encourage giving in others?
10. Please describe your grant-seeking experience.
11. Have you ever contributed to the development and/or implementation of a strategic plan?
12. Explain your team leadership style.
13. Do you have experience managing departmental budgets?
14. Please describe how you encourage professional development among team members.
15. As a manager, how do you onboard and train new team members?
16. Describe a process improvement you made that increased donations to your organization?
17. What methods do you use to identify high-capacity donors?
18. Describe a time when you successfully led a team to meet a challenging fundraising goal.
19. How have you promoted fundraising events in the past?
20. What is the most successful fundraising event you have ever coordinated?
21. How do you incorporate volunteers into fundraising efforts?
22. Share a time when you built a strategic partnership that resulted in a financial gift.
23. How do you determine fundraising goals for each fiscal year?
24. Have you worked more with corporate or individual donors?
25. How do you handle an angry customer?
26. How do you handle time management when you're presenting?
27. Please describe your experience working with vulnerable populations.
28. When have you used new technologies to enhance fundraising efforts?
29. Describe your experience with database management.
30. Discuss your familiarity with Microsoft products and your overall comfort using computers.

Fundraising Manager Interview Questions

1. What motivates you?

2. Have you previously worked at a non-profit organization?

3. Have you ever worked with private foundations?

4. How comfortable are you with public speaking and presenting?

5. Which issues are you the most passionate about?

6. What is your perspective on the role of special events in your fundraising calendar?

7. Do you have experience developing relationships with C-suite executives and other corporate leaders?

8. Do you have experience networking with government officials and others working in the public sector?

9. How do you encourage giving in others?

10. Please describe your grant-seeking experience.

11. Have you ever contributed to the development and/or implementation of a strategic plan?

12. Explain your team leadership style.

13. Do you have experience managing departmental budgets?

14. Please describe how you encourage professional development among team members.

15. As a manager, how do you onboard and train new team members?

16. Describe a process improvement you made that increased donations to your organization?

17. What methods do you use to identify high-capacity donors?

18. Describe a time when you successfully led a team to meet a challenging fundraising goal.

19. How have you promoted fundraising events in the past?

20. What is the most successful fundraising event you have ever coordinated?

21. How do you incorporate volunteers into fundraising efforts?

22. Share a time when you built a strategic partnership that resulted in a financial gift.

23. How do you determine fundraising goals for each fiscal year?

24. Have you worked more with corporate or individual donors?

25. How do you handle an angry customer?

26. How do you handle time management when you're presenting?

27. Please describe your experience working with vulnerable populations.

28. When have you used new technologies to enhance fundraising efforts?

29. Describe your experience with database management.

30. Discuss your familiarity with Microsoft products and your overall comfort using computers.