Nina Gehan-King
Co-Founder @ MeaningFULL Development & Communications | Development and Communications Strategist

April 25, 2025

My first “real job" taught me everything I needed to know about nonprofit development—I just didn't know it at the time.
Fresh out of my Master's and 10 years of waiting tables, I landed a temp position at RLS Corp. under @lancerobertsmba 's leadership. There, in the fast-moving world of trucking logistics, I learned the delicate art of being the middle person. We weren't just matching trucks with cargo—we were guaranteeing quality, managing expectations, and most importantly, taking full responsibility when things went sideways.

Sound familiar, my nonprofit development friends?

What started as a temporary role evolved into something bigger when he gave me the chance to come up with a plan for managing safety and risk. I developed a carrier compliance program from scratch, transforming my position from temp to salaried. Lance saw potential where others might have seen just another temporary worker. He gave me the space to create value—a lesson I've carried throughout my career (And he had my car fixed so I could make it to work). To read the full story click here.

I landed my first job in development in a leadership position almost 15 years ago with zero experience in the field. To this day, I still believe I was given that opportunity because the landscape was so challenging that people were willing to take a chance with someone like me, who had no nonprofit development training, but the skills and passion needed for this type of profession.

Because let's face it - at that time nonprofits were desperate and short on funds -- total charitable giving plunged 7.0% in 2008, followed by another 6.2% drop in 2009 - the largest dip experienced in the last 24 years.

​It was a mighty mountain to climb, but those years taught me invaluable lessons about resilient fundraising strategies - lessons that are surprisingly relevant today, but with a crucial twist.

That twist is the unprecedented rise of Donor-Advised Funds (DAFs).

​READ the full article here.

After 8 months away from LinkedIn, I am back to share a hard truth about technology, responsibility, why I stepped back, and why I'm here today. I realize this is a long post so bear with me.

Eight months ago, our two-year-old son underwent emergency brain surgery, an Endoscopic Third Ventriculostomy (ETV), which saved his life. This experience underscored the marvels of modern technology: robotic assistance and endoscopic techniques pioneered in 2004—the same year Facebook launched.

During those challenging times, it wasn't social media that sustained us; it was real people showing up in meaningful ways. To everyone who supported us, your actions defined true community. Thank you.

I've watched the digital transformation from the inside, and the outside, since computers first hit the scene in the 90s.

As part of Facebook's early test days at the University of Chicago in 2004, I have witnessed the birth and evolution of social media since its inception, and watched our generation become both architects and victims of the attention economy.

Social networks aren't inherently good or bad - they're tools. But unfortunately, research suggests by in large we've failed to use them effectively over the last 20 years —and that they've contributed negatively to mental health and societal cohesion.

Read the full post here.

1. Ideation/Pre-Planning: Approximately 12 months before event“The first phase is to pre-plan, just thinking through the who, what, when, where, why, and how,” Gehan said.
Between you and your leadership team, you’ll need to answer several questions:

• Who is your audience?
• What type of event are you planning (e.g., concert, dinner)?
• When and where will your event take place?
• Why is your event taking place (e.g., your financial and engagement goals)?
• How will your event happen (e.g., what’s your event plan and who’s on your team)?

“In that pre-planning phase, try to decide how much money you need to make — think through your return on investment,” Gehan said.
2. Logistics and Coordination: Approximately 7 months before event

Your event plan should address the following items:

• What’s your communication strategy?
• Who are your sponsors?
• What about event-day logistics such as food and beverage, decorations, volunteers, and technology?
• Have you considered your V.I.P. strategy?
• Will you have a silent auction, raffle, etc.?

“You can’t do it all on your own, so the biggest piece in planning is to segment your list,” Gehan said. “Start to think creatively about your networks, about your staff, about professional development. For example, who do you know that can do great marketing?”
Another critical step in this stage is sending out sponsorship requests.
“One thing I see a lot is that often sponsorship requests go out too late,” Gehan said. “If you can at least get an idea of what your event’s going to be and get those requests out early, you can start to build your revenue stream and go into your event feeling confident.”
3. Marketing and Promotion: Approximately 3 months before event

Your invitations to potential donors should come in the marketing and promotion stage.
However, more than just sending an invitation may be necessary. Consider where donors hear about fundraising events and how you can best use their communication channels.
Data in Gehan’s presentation found that 50 percent of donors and stakeholders hear about events through a friend, family, or colleague. Twenty-eight percent were informed of the event directly by the nonprofit or charity, while 25 percent saw or heard an ad. Twenty percent heard through work, and 12 percent from an influencer or celebrity.
“You don’t just want to send an invite to the mayor,” Gehan said. “You need to find a way to reach that person personally and create a commitment on both ends, so that person actually shows up.”
4. Event Execution: Day of event

Gehan offered a few event day tips.
“Cover your event — share photos, share videos,” Gehan said. “Make it an event that’s really meaningful and impactful, but where people can give easily and where systems are in place.”
You also must ensure volunteers clearly understand their duties. When assigning volunteers, try to put them in roles they’ll enjoy.
“Have different roles for people with different time commitments,” Gehan said. “I like to stress, consider what people like to do and tap into that.”
Here’s another piece of advice: Huddle up and make it enjoyable!
“Always have a huddle at the beginning of your event to get everyone on the same page,” Gehan said. “Make it fun. Order some lunch. What you need to do is really make it a team-bonding experience.”
 “There are small things we can do to make people feel special.”
5. Event Follow-Up and Evaluation: Approximately 1 month (plus) after the event

Your follow-up should take place within a month after your event. It involves thanking guests and volunteers.
After follow-up, you’ll evaluate the success of your event by running a SWOT analysis and calculating your ROI.
Gehan also recommends using her “S.M.I.L.E.” evaluation method.

• Sustainable: Can you replicate the event?
• Memorable: Was it exciting enough to remember?
• Impactful: Is the event mission-aligned and heart-focused?
• Likable: Do people enjoy the experience?
• Equitable: Does your guest list include guests from all different backgrounds?

“If you answered yes to all these questions, smile,” Gehan said. “Your event is meaningFULL.”
In addition to your SWOT, ROI, and S.M.I.L.E. evaluations, you should analyze your fundraising and engagement metrics and assess your gross versus net revenue.
“Did you have a lot of social media likes? Was it heavy in the press?” Gehan said. “Also, when reporting on your event, report in net dollars.”