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There’s something magical about a team that collaborates so well, they make their success look effortless. But you know the truth: There’s nothing remotely effortless about success. Whether you lead a small nonprofit moving mountains with a tiny budget or manage hundreds of people at a multi-million-dollar organization, success takes hard work — more than you ever think it will and sometimes more than you think you and your team have it in you to muster. But like a jumble of ants hauling a hunk of food hundreds of times their body weight (as shown in the video above, which I captured during my recent travels to Central America), a dream team can boldly tackle seemingly impossible feats — more successfully than you ever could solo. How? Because you’ve invested the time to get to know everyone. Maybe you’re assembling a team from scratch. Maybe you’re pushing an existing team to accomplish bigger and better things. Either way, leaders who accept that team-building takes time, then make the time to get to know everyone well, have a leg up on those who lead way too far ahead of their pack. Hold one-on-ones as often as you can. Even on busy weeks, you can make it a priority to connect with your teammates on a personal level. Take colleagues out to coffee or lunch or happy hour, or carpool to meetings together. Find out what makes your teammates tick. Venture beyond résumé or LinkedIn material. What’s your favorite/least favorite memory from high school? Where are you traveling next? What are you looking forward to in the next six months? Challenge your view of “strengths and weaknesses.” As you get to know your teammates, keep your ear to the ground for clues (obvious or obscure) about work they love to do and work they can’t stand to do. Simone Janssen, a fantastic leadership coach, calls this analysis “cake or cringe.” It’s a more action-oriented, less judgy alternative to “strengths and weaknesses.” When your project hits a rough patch (and you know they always do), colleagues who know each other on a cake-or-cringe level can more effectively lean on one another and get things done. Be open, honest and OK with vulnerability. A crucial part of getting to know your team is giving them the opportunity to get to know you. Embrace the vulnerability of what you don’t know about your teammates, and what they don’t know about you — yet. If your colleagues aren’t as assertive as you are about the getting-to-know-you process, find your own way to tell your story. Be as generous with the insights you share with your team as you ask them to be with you. See tension and dissent as starting blocks, not roadblocks. No one wins when a poorly functioning team keeps slogging through whatever’s not working. Sometimes, it takes an uncomfortable meeting, with personalities flaring, for everyone on your team to come to a common understanding of changes that need to happen for you to move past obstacles and reach your goals. Share and invite honest feedback. Ask critical questions. Doing so as a team will give everyone a sense of ownership in the results. Say no to “That’s not part of my job.” If this is something you’ve heard or said yourself in the last 30 days, it’s time to reassess your comfort level with the “other duties as assigned” category. Individually and collectively, everyone on a great team needs to be open to shifts in roles and responsibilities that can better support the team’s vision. Done right, those shifts can boost in productivity and morale. Sure, staffing challenges can be terrifically tricky to solve. But if you’ve invested the time in getting to know your people, if you’ve fostered a work environment where open and honest communication is a shared expectation, you can make big, bold leadership decisions with decisive confidence.

Relationships are important in any business. They’re especially important in fundraising. Building trust and showing true interest in a person’s experiences, beliefs and values will lead you to lasting rewards — both personally and professionally. When you nurture strong and authentic relationships, your network will grow — and so will your potential for fundraising success. Here are some tips on the art and science of relationship-building that I often share when I’m coaching executive directors or leading a board retreat: Remember something. When you meet someone new, remember their name — say it out loud a few times or write it down if you have to — and at least one other thing: where they work, what their dog’s name is, where they traveled last. Remember something that gives you a starting point with your next conversation with them. Give every new relationship a solid foundation that you can build on as you expand your network. Ask, listen and repeat. People love to talk about themselves. It’s human nature — our way of sharing our take on the world. So whether you start a conversation or join it, ask good questions and give people a chance to talk your ear off if they’re so inclined. Shoot for three to five questions every time you meet someone new. It’s OK to stick to the same topics — pick whatever you find most interesting. My faves: family, work, travel and hobbies. Lean into LinkedIn. If you haven’t updated your résumé in a while, carve out an hour to polish it up. Then make your LinkedIn profile sparkle. If it needs a lot more than a polish, don’t let yourself get intimidated. Take it step by step. When you’re ready, follow LinkedIn guru and WiredAdvisor Stephanie Sammons’ “10 in 10 rule” — spend 10 minutes per day making one-to-one connections with 10 of your LinkedIn contacts. (More on this in Entrepreneur’s recent article, 8 ways to better market yourself on LinkedIn.) Connect others — and connections will come your way. One of the best ways to build out your network is to connect people within it. Is there a friend, colleague or client who’s grappling with a challenge in their organization? You probably know someone who’s worked through similar issues. Connect them — and there’s a good chance that they’ll return the favor someday by referring a potential who could use some help from someone with your skillset. Follow up. Especially if you ask someone to introduce you. Once you meet, don’t let your relationship-building mojo fade away as fast as time flies. Reach out, build time into your busy schedule for a coffee or lunch or happy hour with them before you become “someone they met at some event somewhere … what was her name again?” Following up is most important if you ask someone to introduce you. As you nurture these new relationships, go back to the beginning and be thoughtful about making introductions. Patrick Ewers, an early LinkedIn exec who’s now a relationship management coach, offers some great tips on strategically managing your networking introductions. May the networking force(s) be with you!

“Successful leaders see the opportunities in every difficulty rather than the difficulty in every opportunity.” REED MARKHAM, AUTHOR Making big decisions can be hard — especially for leaders who thrive on consensus-building. Over my many years of working with nonprofits, I’ve seen smart and passionate people get overwhelmed by tough decisions they wish they didn’t have to make. How can we stay true to our mission when our biggest funder keeps insisting we try a new approach? Is your board so dysfunctional, you wonder if it’s time to fire everyone and start fresh? Other organizations are doing what we do — only better. Should we change up our programming, merge with them, disband? There’s a philosophy in social work that you lean into discomfort. You embrace it as something that will guide you out from between that rock and hard place. You trust that you’re about to learn some valuable lessons that will make the next big problem you face seem oh so much easier to solve. I did all those things and more as part of a multi-year collaborative process that led to one of the boldest and smartest decisions I’ve ever been a part of. While serving as president of the Northwest Development Officers Association, NDOA and our cross-town colleagues at the Association of Fundraising Professionals Washington Chapter (AFP WA) took a huge step together. We decided to unite the two organizations into one. On our path to that decision, we held countless meetings, went on retreats, surveyed our members and consulted with organizational and business development gurus. It was hard work, but every step of the way, we reminded ourselves that we were all in it for the same reason: to figure out how to better serve our members, our nonprofits and our communities. Here are five great lessons about leadership that guided me through that process: Get the right people on the bus. Whether you need input from just a few folks or a diverse team of stakeholders, don’t call on people who always agree with you. The smaller the group you assemble, the more important it is that you choose people who will challenge you. Communicate clearly and openly. State your goals early and often. Refine them with input from your team if you need to. Encourage your team to give honest and constructive feedback throughout the process. Be transparent every step of the way. Stay focused on solutions. When you’re trying to solve a problem, it’s easy to fixate on the challenges that might stand in your way. That’s OK. Think of the process like an obstacle course. Remind your team that every time you put a hurdle behind you, you’re getting closer to a solution. Don’t fear dissent. Your most important job as a leader is to make decisions. It’s impossible to make everyone happy. Don’t get bogged down by waiting for an unequivocal thumbs-up from every last person you’ve included in the process. Help your team see your vision of success as you see it: in crystal-clear focus with a can-do attitude. When it’s time to move forward, move! Don’t let yourself get all hung up and mired in the multitude of options that are on the table. There comes a time when you’ve gathered enough input — sometimes more than enough. Trust your instincts and when it’s time to make that big decision, remember this: Your job isn’t to come up with The Perfect Solution. It’s to take action. You might start with baby steps. You might get bogged down in that messy middle between the starting point and finish line. That’s OK. The most rewarding lessons you’ll learn in work and life are the ones that push you way outside your comfort zone — where you make big things happen.