So a Board Member, Executive Director, and Development Director Walk Into a Bar…
Okay, they didn’t walk into a bar, but maybe they walked into a board meeting together. Let’s think about what it is like from each person’s perspective. What is their vantage point when it comes to fundraising? What is their comfort level, experience, and time available to dedicate to fundraising?
How often do you think about what the other person is thinking about, and how can you try a little harder to work with your partners? And that’s what these three roles are - partners together to strengthen the nonprofit organization with a passion for the mission.
Here’s an example of one situation, but from three perspectives. Read on for tips on how this situation could have gone better.
Board Member:
I was asked to join a wonderful nonprofit organization’s board of directors. I love the mission. I love the staff. I’m really honored to be on the board. I’ve been there about 6 months and attended a few board meetings. And they’re…fine. But I never know what I’m supposed to do after. There isn’t a lot of follow up or clear direction so I feel like I’m not doing anything. I don’t want to bother the Executive Director because I know how busy they are, but I asked about the major philanthropist in the community and if they are a current donor. We belong to the same country club so I wonder if I should reach out. My ask was basically ignored.
Executive Director:
We’re swamped. We have been able to stay afloat through COVID. We were able to retain our incredible staff. But now, it’s all go go go, and I’m worried about inflation and what that will do to our budget. We have a great board, but they don’t seem to do much, and just say yes to things when I bring them up at board meetings. I don’t have the time to work with them more and also ask them to give more. Most just give the same amount each year. I wish my Development Director could take over.
Development Director:
Why aren’t the board members responding to my emails? I’m trying to get individual meetings with each of them. I know they’re supportive, I know they’re great. But they don’t come to me! And now, the newest board member is asking about the major philanthropist? Why bother? No one knows him. How am I supposed to achieve my budget goals if our board won’t help?
Can you relate to any of this? Whether you are on the board of a nonprofit, lead the nonprofit, or are responsible for raising the revenue, each role is essential and specific. But often they don’t understand what the other role needs.
How can you improve the situation?
Be Clear.
The board member should be clear they know this major philanthropist, not just ask if they donate.
The executive director should be clear about the impact of inflation at board meetings and how the budget might need to change. They should also be clear to the board to go directly to the development director.
The development director should be clear with expectations with the board member. Give them templates, share success stories, and work with them individually on targeted prospect lists.
Give Options.
From the development director’s vantage point, you may say you need help with fundraising but your board is not responding to your emails, saying they don’t fundraise, or saying they are nervous to make an ask of their friends.
Instead of writing them off, you can provide them with options of how they can be involved in the fundraising process. Here are three options you can give to help in fundraising with no ask involved:
Call or write thank you notes to recent donors who just gave
Share a testimonial about why they give
Recruit four people to attend the next program or event
Be Confident.
The board member, whether new to the role or a member for decades, should be confident to speak up on their opinions and ask for clarification. This is a dynamic time and boards have critical fiduciary and oversight responsibilities.
The executive director should be confident when they need help and be prepared to delegate. Staff will stay longer when they feel appreciated by their manager.
The development director should be confident enough to say no to a board member’s request or idea that won’t work. But it is important they provide an opportunity to hear the reason behind the request to see if there is a way to make it work. The director should also be confident to speak up to their executive director for more responsibility.
Can you relate to one of these perspectives? I’d love to hear your experience with a nonprofit board of directors. Let me know if you need help in managing these roles.