"We work in fundraising, so it's very obvious that she's not doing her job and instead spends her time on ridiculous ideas that take up far too many working hours for far too little money. She has not met with a single donor beyond a handful of board members. She also hired an additional member of the team who (as we warned her during the hiring process) is wholly unqualified to do their job-so she does their job for them entirely."
"The minute tasks and extra projects she assigns me have taken my focus away from where it needs to be-meeting with donors and soliciting funds. I can't quit unless another job comes along, which is tricky in this market at my current salary. How can I stay sane? The hardest part is that we have been told multiple times something to the effect of "she'll be gone by the end of next week," and then nothing ever happens."
An experienced fundraising employee reports that a new manager pursues impractical projects, neglects donor cultivation, and delegated work to an unqualified hire, forcing team members to cover essential duties. Multiple staff escalations to human resources and reported board and C-suite dissatisfaction have not resulted in managerial removal. The manager's assignments divert focus from donor meetings and revenue generation, increasing stress and undermining fundraising performance. Financial targets and organizational inertia appear to delay corrective action. The employee cannot leave without another job and seeks strategies to preserve wellbeing, prioritize donor-focused work, and prompt decisive leadership responses.
Read at Slate Magazine
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