I don’t consider myself much of a risk-taker, but I’ve chosen a profession – fundraising – that is indeed risky business.
We don’t think about it much, but our daily routines as fundraisers involve constant risks: we have to meet with strangers, lead meetings, publicly speak. Oh, and we have to ask people for money.
I’m reminded that this is indeed risky business when a volunteer or friend outside of the field expresses these sentiments. (You’ve probably heard them, too):
“Oh, I could never ask people for money!”
Sometimes even:
“You have the worst job in the world!”
These remarks affirm that fundraisers are great risk-takers. Every day we are exposed to new situations and must challenge ourselves to have brave and sometimes difficult conversations. No wonder our board members and volunteers will gladly offer to help us – as long as it has nothing to do with direct gift solicitations.
Let’s be honest. Even choosing this profession is a risk. We often decide to be a fundraiser because we are compelled to help others. But the job frequently entails being held to rigid metrics and unrealistic goals, resulting in burnout, high stress levels, even termination. I’ve seen many excellent colleagues dismissed for flimsy reasons. Getting fired can be an occupational hazard.
Kayt Sukal, author of The Art of Risk, defines risk as “a decision or a behavior that has a significant probability of resulting in a negative outcome.”
Perhaps the odds are just too high for the fundraising-hesitant. However, when we focus on the negative consequences – facing rejection or being embarrassed – we also miss out on opportunities that come with such risk. I’ve been turned down many times, but the chance to provide a scholarship to a deserving student far outweighs a momentary feeling of defeat or embarrassment.
Certainly, the ability to tolerate risk plays a role in our success in fundraising. But is this ability to tolerate risk something we’re born with or can we develop, through practice, a higher risk-tolerance?
Research shows that there is, indeed, a genetic predisposition toward risk-taking, but it is not associated with one particular area of the brain. Quite the opposite, actually: a whopping 124 genetic variants affect risk-taking behavior. Perhaps so many variants are needed because our risk-taking depends largely on circumstance.
This could explain why we seemingly contradict ourselves. I could, for example, take a great deal of risk when it comes to decisions about money, but be terrified of bungee-jumping.
These contradictions present themselves all the time in our approach to fundraising. For instance, it’s possible to be an extrovert who loves the social aspects of fundraising, but be highly risk-averse when it comes to the topic of money. In other words, you can cultivate the heck out of someone, but may find every excuse in the book not to ask them for a gift.
A tip for the risk-averse: risk-taking in small doses may be beneficial for your mental health. Novel experiences can ward off depression and boredom. When we take risks, even if they are small, adrenaline, which leads to a quick rush, and dopamine, which produces feelings of pleasure, are released. That’s why occasionally stepping out of your comfort zone can be a positive experience. Instead of flatly dismissing an opportunity that scares you, consider taking a small step in the process.
So, while we may not be the adrenaline junkies who scale Everest or throw ourselves out of planes, we are doing work that some would regard as equally terrifying. As we know, though, the rewards that come with it far outweigh the risk.