Erdle Consulting Group

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Your Philanthropic Practice

Philanthropy

After 12 years leading a $27 million family foundation, I’m now consulting with donors and foundations to tackle what’s working—and, more importantly, what’s not—within the philanthropic ecosystem. I’ve joined a landscape crowded with well-resourced institutions like Harvard Business Review, Stanford Social Innovation Review, Grantmakers for Effective Organizations, Council on Foundations, Exponent Philanthropy, National Center for Family Philanthropy, National Committee for Responsive Philanthropy and more. Their research and tools are invaluable, but I believe my perspective augments what I lear from them: lived experience as a leader inside my own family’s foundation.

In this case, by “lived experience,” I don’t mean the grassroots proximity of those directly impacted by philanthropy’s decisions. I mean the reality of running a foundation from the inside: navigating family politics, entrenched traditions, resistance to change, and the slow, uphill climb of aligning practice with best standards.

Too many family foundations operate in insular patterns—hiring from within, resisting outside input, holding tight to “the way things have always been done.” But when I stepped into leadership, I pushed to align our work with external best practices. What I learned is that steering a family foundation toward meaningful change is like walking uphill through mud in weighted shoes: possible, but slow, draining, and full of obstacles.

Still, even in the frustration, progress emerged. And after reflecting on my tenure, I’ve distilled five lessons that I now carry forward into my work with other donors and foundations.

5 Lessons from Leading a Family Foundation

1. Change is Slow, But Progress Counts
Family foundations often fear or resist transformation, especially when traditions run deep. Change rarely comes in leaps—it’s incremental. Celebrating small steps forward helps sustain momentum and reminds us that progress is possible.

2. Clarity in Decision-Making is Essential
Foundations can stall when roles and authority aren’t clear. Establishing frameworks around who decides what—and when discussion is more useful than a formal vote—creates consistency and reduces conflict.

3. Always Ask: Where Are We, and Where Are We Going?
Too often, boards dive into day-to-day tasks without stepping back. Asking these two simple questions at least once a year can ground discussions in shared purpose and reveal blind spots in governance, grantmaking, and mission alignment.

4. It’s Not About Us—It’s About the Communities We Serve
Many donors view foundation assets as “family money” to control. But philanthropy’s power lies in shifting focus outward—to the people and organizations working on the frontlines. Trusting nonprofit expertise and staying proximate to their realities creates far greater impact.

5. Focus. Trust. Impact.
When family foundations try to fund everything, they spread resources and attention too thin. Focused priorities build trust—among board members, with grantees, and with communities. And trust is what ultimately drives measurable impact.

Moving Forward

Family foundations serve dual purposes: preserving family connection and supporting public good. But too often, the “togetherness” function overshadows real impact. What if both could thrive? By grounding operations in strong decision-making, focus, community trust, and accountability, family philanthropy can move from “doing good” to doing better.

The philanthropic ecosystem is far from efficient. Yet family foundations, and individual donors, hold enormous potential if they’re willing to look inward—with honesty, humility, and a commitment to evolve. That’s the practice I’m committed to supporting.

photo of puzzleAlthough I have been working deeply in the foundation industry and field of philanthropy for the last 13 years, I have been a fundraiser, in some form, since the moment I stepped out of college. My father shared his love of his service on boards, leading fundraising campaigns, and his strong roots in local faith based outreach.

Service and giving back are deeply instilled in my upbringing.

My first roles in “development” were all but traditional.

As a program manager in one not-for-profit position, I played a customer service role. In another I served as public relations manager. It wasn’t until after I went to business school that I had my first REAL job in Development, helping run a $250 million capital campaign for Davidson College.

The lessons learned from my informal education in fundraising and building relationships, partnered with my formal development practices led me to look a bit differently at my work.

Here are a few lessons learned that tell you more about my approach when working with a non profit organization or fundraising team.

5 Key Lessons from My Nonprofit and Fundraising Experience

    1. Development Is Mission-Driven and Community-Focused
      Development isn’t just about raising money—it’s about deeply knowing your programs, your community, and your audience. I’ve learned that you can’t just talk to donors; you have to bring your mission to them. Aligning every decision with your core purpose keeps your work authentic and impactful.

    2. Build Relationships & Tell Stories
      I get restless sitting still, so I make a point to connect with colleagues across the organizations in which I work. At the Hospital for Special Surgery, I was the first from my office to regularly meet with doctors, asking about their expertise and passion for healing. Building these relationships helped me tell powerful stories to publications like the New York Post and Women’s Health These stories brought in knowledgeable patients to the doctors and resulted in more donors to us.

    3. Ask Authentic Questions of Donors
      One of my favorite roles was with an international organization. I spent time understanding each program’s needs by speaking with program directors, then traveled to Miami and Bolivia to hold meetings in Spanish with corporate partners who were our funders. By sitting down face-to-face, I quickly learned that their real interests often differed from what was in their glossy brochures. By aligning our programs with their true challenges, we secured larger and longer-term donations.

    4. Connect the Dots and See the Bigger Picture
      Even as a funder or consultant, I always look beyond the immediate issue to see the broader landscape. Stepping back helps me spot gaps or opportunities. This big-picture perspective is what I do best.  I put myself in the donor or community’s shoes and offer fresh insights – and then dial us into a plan that helps organizations (and funders) achieve their goals.

    5. Invest in Long-Term, Meaningful Partnerships
      Time is a precious resource. I urge both donors and fundraisers to build deep, ongoing relationships. Creating a new program to match a donor’s interests should be a long-term partnership, not a quick fix. Nearly half of a nonprofit’s time can be spent on fundraising and donor management, so it’s critical to build a two-way street where the organization’s expertise and the donor’s desire for impact are both respected.