In October 2025, I had the distinct honor of being invited to Women in Development’s AI in Action panel in New York. The question that everyone was asking, either implicitly or explicitly, was, “Where do we even start?”
In essence, how do we move from curiosity about these exciting new tools to confident strategic action that ethically and effectively advances the mission of our non-profits?
Where Nonprofits Actually Are
The primary concerns of audience members were three-pronged:
- Donor data privacy
- Fear of losing the “personal touch” that defines fundraising
- Uncertainty about creating organizational guidelines
And these concerns are backed up by statistics elsewhere, as reflective of this moment for our industry: 92% of nonprofits currently feel unprepared for the onset of AI and the new iterations these tools will make possible1. 76% don’t have an AI policy currently2. 71% are either currently using or planning to use AI for fundraising3.
However, there were also examples of early and enthusiastic adoption. During the event, a three-person fundraising team shared about hitting their yearly goal of $50M with the help of autonomous AI. They went so far as to say, there was no way for them to reach it without the strategic implementation of AI tools.
A Key Barrier May Not Be Technology, but Strategy
This example of the team that is thriving with these tools also provides a clue about the question that may be confronting non-profit professionals in 2025.
The challenge may not be that AI or its tools are too complex or that nonprofits lack resources, but that nonprofits are trying to solve for technology before they’ve solved for strategy. This is an essential shift that we need to focus on as we move forward as a community.
Let’s explore a few approaches to creating and stewarding this shift within your own organizations.
Strategy 1: Form an AI Council or Taskforce
When forming a task force in the engagement with AI space, actively seek out and recruit diverse voices across generations, departments, work silos, and different comfort levels with technology.
Once your taskforce or council has been formed, consider the following question as a starting point for discussion: “What tools do we already have that we’re underutilizing?” This ‘start where you are’ conversation will help lead to an honest assessment of current state before proceeding to aspirational goals.
Strategy 2: Define the Need or Challenge Before Choosing the AI
Here is a common misstep that you can turn to your advantage. There is a strong and urgent need to lead with the challenge and not the technology, no matter how exciting it may be.
Here are a few examples of questions to ask, to help guide your next steps with AI implementation:
— Are we trying to save time on administrative tasks?
— Are we hoping to improve donor segmentation?
— Are we hoping to personalize donor communications at scale?
For each of these questions, and the many others that will occur to your individual institution, you must keep in mind that context matters. What works for a global organization will not work for a three-person shop. Define the problem(s) before choosing the tool or AI-centered approach.
Strategy 3: Build Internal AI Literacy (Leadership First)
Leadership cannot afford to delegate the learning of these tools to the rest of the institution. First and foremost, there is a hesitancy that needs to be overcome–a documented sense that using AI feels like “cheating” or inappropriate. The best way to incorporate AI thoughtfully, discerningly, and effectively into the culture of an organization is to start from the top.
My recommendation would be that leaders experiment personally, in a hands-on way–even if the end goal is not to be the “AI expert” at your institution. Using tools like Claude or ChatGPT (or whatever tool you select) for simple tasks like drafting emails can build increased comfort and understanding of not just the capabilities of this technology but its limitations, and empower you to lead better within your own space and advise others.
Strategy 4: Establish Human Oversight and Ethical Guidelines
Developing guidelines will be intensely individual, organization to organization, as we stand on the frontier of more widespread adoption of these tools, across our industry. That said, I frequently direct institutions to Fundraising.AI as a centralized resource for creating guidelines.
Key areas that you’ll likely wish to address include: donor data privacy, what gets automated vs. what stays human-centered, and transparency about AI usage within your organization.
Moving Forward: An Invitation to Engage
I would encourage each of you to dedicate yourselves to approaching AI with curiosity, not fear. To prioritize strategy over speed. To continuously convene and learn from your peers, like the Women in Development (WiD) community, and to recall that thoughtful implementation beats rushing to adopt every time.
About Development Guild
Development Guild partners with nonprofit leaders to provide executive search, fundraising counsel, and strategic guidance that drives impact. Since 1978, we have been bringing a powerful combination of discipline and innovation to every client engagement, delivering solutions that are strategic, deeply rooted in experience and analysis, and evidence-based.
Drawing upon our history of working with more than 2,800 clients across every nonprofit sector, our collaborative approach is successful due to candid dialogue and diverse perspectives. We commit to understanding and respecting your unique culture and translating that knowledge into viable solutions.
Curious how AI can support your fundraising goals without losing the human touch? We’ll help you clarify your strategy and move forward with confidence. Contact us to start the conversation today.
___________________________________________________________ 1 AI Equity Project 2 State of AI in Nonprofits: 2025 (TechSoup) 3 2025 Fundraising Outlook Report
