by Vince Burens, Chief Operations Officer and Senior Consultant

You’re in the middle of a capital campaign, and suddenly, the unexpected happens. It could be a circumstance that forces you to shift your organizational priorities. It could be that project costs come in significantly higher than expected. Maybe the board pivots direction. Or perhaps, a key leader transitions unexpectedly. 

While no one plans for this to happen, sometimes it does. I have recently walked alongside several organizations that faced these types of challenging shifts. In those moments, it can feel like your best-laid plans are being shredded. It’s understandable to feel frustration and to worry that all your hard work and progress will be lost. 

I’m here to encourage you in those moments to pause and take a deep breath. This unexpected storm is not the end, but an opportunity to lead. As Jesus reminds us in Luke 12:25, “Who of you by worrying can add a single hour to your life?” As we heed that counsel, the call to each of us is to stay calm, trust the Lord, and then to make a plan. The difference between an organization spiraling or steadying often comes down to how its leaders respond, and most importantly, how they communicate.

But what type of communication is appropriate when dealing with a situation like this? In these moments of uncertainty, your instinct might be to say everything or say nothing. But neither extreme is helpful. Over-communication can make challenges sound larger than they are, creating unnecessary alarm. Under-communication, on the other hand, breeds suspicion and anxiety. People can usually sense when something is being hidden or when a situation is being “spun.” Effective leaders find the middle ground.

As I reflect on the two client organizations I have been walking with this season, I see key similarities in their responses to campaign curveballs that have led to positive, healthy outcomes. With each, their communication was direct, transparent, and composed. They chose to be “disarmingly honest” with their partners—sharing the truth of their current challenges but demonstrating that they had the situation in hand, with God’s help. Instead of pretending there were no issues, they leaned into their relationships by sharing the reality they were facing. In both cases, the organization gained momentum—developing a deeper sense of shared ownership with their partners in the ministry, as well as their staff, and greater success in fundraising for their campaigns.

This kind of leadership doesn’t just preserve trust, it strengthens it. Donors become partners who are more engaged when they see leaders handle adversity with integrity and faith. After all, a true partnership isn’t built on perfect circumstances, but on shared commitment and honesty through both progress and setbacks.

So when the unexpected happens—and it will—resist the temptation to panic or to polish. At The FOCUS Group, we’ve walked alongside many organizations facing these kinds of moments during their campaigns and have seen what it takes to navigate them well: 

• Communicate clearly, simply, forthrightly, and appropriately. 
• Demonstrate to your partners that while challenges may come, your mission and your faith in the One who calms our fears remain steady. 
• Invite your partners into the story, not as anxious observers, but as fellow believers who trust God’s provision. 

We believe that moments of uncertainty can deepen relationships with donors and strengthen the witness of your ministry. When you lead with calm, clarity, and conviction, your campaign and your community can emerge even stronger.

We’ve been privileged to help many organizations be more effective in their fundraising by learning and implementing relational fundraising principles in their work with donors. Want to talk?