The meeting ends politely. No one throws a chair. But nothing really moves forward.

This is how board dysfunction often shows up — not through dramatic conflict, but through something quieter and more damaging: under-engagement. Board members attend meetings but contribute little. They skim materials, avoid difficult conversations, fail to respond to staff emails, and remain observers rather than active leaders.

At first glance it seems harmless. Meetings are calm. Disagreements are rare. But the cost is real. A few members end up carrying the entire board. Strategic discussions become shallow. Staff grow frustrated presenting ideas that receive little response. And gradually, expectations decline. Leadership turns into attendance.

At that point the board meeting starts to resemble a pleasant dinner party — friendly conversation, plenty of nodding, and very few decisions. And when that happens, the organization begins to drift.

When this type of drift happens, one of the smartest investments a nonprofit can make is a well-designed board retreat — an opportunity to step back, address culture and under-engagement, and reset expectations before the board stops leading and starts simply showing up.

When dysfunction becomes visible

Sometimes the problem goes beyond under-engagement. Boards occasionally develop patterns of behavior that actively undermine effectiveness. A dominant personality may monopolize discussions. Long-tenured members may resist new ideas, refuse to term off, and feel it’s a choice not to participate. This often leads to informal factions forming around competing priorities.

In other cases, board members meddle in operational issues — micromanaging staff decisions instead of focusing on governance, strategy, and supporting fundraising efforts. These dynamics rarely resolve themselves naturally.

Instead, they linger beneath the surface, slowing decisions and creating tension between board members and leadership. Ironically, most board members joined the organization because they care deeply about the mission. They want the organization to succeed.

But caring about the mission, maintaining a healthy board culture, and governing effectively are not the same thing. Strong governance requires clarity about roles, shared expectations, and a culture that is excited about ownership and participation.

Without those elements, even the most well-meaning boards can struggle. And when that happens, board meetings can start to feel less like leadership gatherings and more like mildly organized confusion with coffee.

Why a board retreat works

Regular board meetings are not usually designed to address things like board culture. They are designed to move through agendas. Retreats serve a different purpose.

They create the space for deeper conversations about how the board operates, how decisions are made, and what expectations members share. They often address deep, thought-provoking questions such as “What should it mean to be part of this board?” and “How should board members authentically participate?”

Without the pressure of routine agenda items, board members can reflect more honestly on what is working — and what isn’t. A retreat also changes the tone of discussion. Instead of reacting to reports or approving motions, the board focuses on leadership, collaboration, board culture, and long-term direction.

And when conversations are guided by an experienced facilitator — someone who understands board dynamics and knows how to keep discussions constructive — members often feel more comfortable addressing issues that might otherwise remain unspoken.

A good facilitator also prevents the retreat from turning into what every nonprofit leader fears most: a full day of talking that somehow produces absolutely nothing.

What successful outcomes look like

The goal of a retreat is not simply to have good conversations. The goal is to take the board to the next level of performance, impact, and collaboration.

Well-run retreats typically lead to several tangible results. Board members leave with a clearer understanding of their roles. Expectations for engagement become more explicit. A culture is defined and unifying. Strategic priorities are reinforced. Committees restructured. Meeting formats improved.

Relationships among members often strengthen simply because they have spent time together talking honestly about the organization — and hopefully, having some fun.

Without clear follow-up actions, even the most productive retreat risks becoming an interesting conversation rather than a catalyst for change. A skilled facilitator can play an important role here as well, helping the board translate discussion into practical outcomes and keeping the conversation focused on solutions rather than simply airing frustrations.

Renewed leadership energy

Perhaps the greatest benefit of a successful retreat is renewed leadership energy. Board members who understand their role, and feel connected to the organization’s mission, engage more actively. Meetings become more productive. Strategic discussions become richer. The partnership between board members and staff becomes stronger. And the culture becomes inspiring.

Instead of simply observing the organization’s work, the board actively contributes to its success. And that shift can have a powerful impact on the entire organization.

Key takeaways

• Board dysfunction often begins quietly through under-engagement. When expectations are unclear and participation declines, leadership responsibilities fall on too few people and governance effectiveness suffers.
• Board retreats create the space needed to address deeper issues. They allow boards to examine and define a culture, clarify roles, set expectations, and reconnect members to the organization’s strategic direction.
• Using a retreat facilitator can help boards navigate difficult conversations, manage group dynamics, encourage participation, and help turn discussion into meaningful outcomes.

Final thoughts

Nonprofit boards are made up of people who care deeply about the mission. But caring about the mission and governing effectively are not the same thing.

Strong governance requires clarity, engagement, and a willingness to address challenges before they become entrenched. A thoughtfully designed board retreat offers a powerful opportunity to reset expectations, strengthen relationships, and refocus leadership on what matters most.

It may not solve every governance challenge overnight. But it can accomplish something equally valuable: it can bring the board back to the reason everyone joined in the first place — helping the organization succeed.

And when the board works well, everything else becomes easier. When it doesn’t… well, that might be exactly the moment when a retreat becomes the most productive meeting the organization has all year.

The post Your Board Isn’t Working: Why a Board Retreat Might Be the Best Investment Your Nonprofit Makes This Year appeared first on Bloomerang.

Dear Charity Clairity,
Our board doesn’t want to “fundraise” because they think asking is icky. What are some ways to get them involved that don’t (yet) involve asking, but that warm them up to the idea donors actually LIKE our organization and APPRECIATE the opportunity to get more engaged. I’ve been telling them this, but they don’t seem to believe me. Do you have any actionable tips for board members – like assignments I might make — that wouldn’t make them run for the hills?

— They Just Won’t Fundraise

Dear “They Just Won’t Fundraise,”

You’re not alone. “Our board won’t help” is easily one of the top three frustrations we hear from fundraisers and executive directors.

Here’s the plot twist: the number one complaint we hear from board members is, “Staff never give us anything to do.”

That’s a pretty big disconnect—especially when it comes to one of the most essential responsibilities of a board: making sure the organization has the resources it needs to fulfill its mission.

Like you, we talk about this all the time. (And yes, we’ve written about it here, here, and here.) Yet somehow, the gap between staff and boards persists.

So where does the disconnect begin?

We’ll be honest—it usually starts with staff.

In our very human attempt to be “nice” during board recruitment, we often skip the hard but necessary conversations. The result? Board members who care deeply about the mission, but aren’t prepared for their fiduciary role—especially when it comes to fundraising.

So let’s pause and ask:

1. Do you talk openly about fundraising responsibilities during the recruitment process?
2. Is fundraising included in your board member job descriptions?
3. Does your board orientation session clearly cover their role in fund development?
4. Do you offer ongoing board development to help members serve as ambassadors, advocates, and—eventually—askers?
5. Are you providing the encouragement, clarity, and cheerleading they need along the way?

Why are board members so afraid of fundraising?

Most people are afraid of asking.

To many board members, it feels like begging—and that’s uncomfortable. Add to that our cultural reluctance to talk about money at all, and suddenly “fundraising” becomes the thing they’ll avoid at all costs.

They’ll gladly help in a hundred other ways—just not with that “yucky” word that starts with fund.

What’s often missing is this simple truth: fundraising isn’t just asking. It’s a relationship-driven process that includes identifying supporters, nurturing connections, stewarding generosity, and yes—sometimes inviting someone to give.

The key is to start with what feels natural and build confidence from there.

How to take the “yuck” out of fundraising

First: Try reframing it.

What if, instead of “fundraising,” we talked about philanthropy facilitation? Same goal. Very different feeling. It replaces the dreaded four-letter word with something far more meaningful: philos + anthropy—love of humanity.

Next: Give board members options.

Create a menu of specific ambassador and advocate roles they can choose from. Ask them to indicate what they’re comfortable doing, then meet one-on-one to assign roles, answer questions, and set them up for success.

Here are a few easy, confidence-building ways board members can get involved:

1. Say thank you.
   Writing notes, sending emails, signing letters, or making gratitude calls (even leaving a warm voicemail) helps board members connect with supporters—and experience the joy of appreciation firsthand.
2. Open doors.
   Board members can introduce people from their networks who might be a good fit, often by helping schedule a friendly visit with the executive director or another leader.
3. Add personal notes.
   One of the simplest, most meaningful tasks: reviewing a donor list, flagging familiar names, and adding a handwritten note to an appeal, invitation, or thank-you.
4. Guide a tour.
   If you have a space people love to see—backstage, a campus, a pantry, a preserve—this is a no-pressure way to welcome supporters and share impact.
5. Bring a guest.
   Inviting friends to an event or tour is a powerful act of advocacy. It feels good, personal, and generous—because it is.
6. Host a house party.
   These gatherings harness the power of social proof. The board member becomes a trusted advocate, and guests get an up-close look at the mission—through stories, experiences, and human connection.

Finally: Check in.

This isn’t their day job. Don’t assume tasks will magically happen without a nudge or two. Ongoing encouragement and clarity go a long way.

Here’s the good news: board members will fundraise when they understand their options, feel supported, and aren’t forced into roles that don’t fit.

Your job isn’t to strong-arm them—it’s to help them feel good about helping.

When board members facilitate generosity, they’re not asking for money. They’re offering people the chance to do something meaningful, aligned with their values, and deeply human.

That’s not yucky. That’s joyful.

— Charity Clairity

The post How Do You Get Board Members to “Fundraise”? appeared first on Bloomerang.

Nope. There’s an alternative. It’s a heck of a lot easier for board members to do things that support the fundraising efforts of the organization, rather than do something terrifying they loathe. Below is a list of 21 things board members with no fundraising experience can do to support the fundraising efforts of the organizations they care so much about.

And for those board members who love to ask for money, give them a list of people to call and meet, and let them work their magic. For everyone else, have them choose a few things from the list below. Their contributions will lower the work burden of the fundraising staff and provide valuable resources and impact that will ultimately help raise money.

1. Make thank-you phone calls. This will please your staff and donors more than you know.
2. Write thank-you letters. If done well, and very personal, donors won’t forget!
3. Host a dinner or small event (salon event). Even 10 people can be super effective.
4. Write email or mail solicitations. To make it count, sell the “why” and get people feeling emotional.
5. Help with gala or event prep. It’s a meaningful way to help and the staff will be gleefully grateful.
6. Make introductions. Not just to your personal network, but professional network too.
7. Get the word out. Speak at companies and civic events; or on television, radio, and podcasts; or with legislators and influences.
8. Give facility tours. Not only can this be fun, but it also helps to refine your messaging and pitches.
9. Work on the fundraising plan. This can be time-consuming, but a high ROI on this is crucial.
10. Help with donor cultivation and stewardship. Besides asking for money, nothing is more helpful and more important to the long-term success of your fundraising efforts.
11. Identify potential donors, corporations, foundations. Building a deep pipeline of future donors keeps the fundraising engine humming.
12. Help with social media. Don’t just rely on reposting, create your own posts; it’s more personal.
13. Find event sponsors. This is where the big money often hides. Help uncover it.
14. Write appeal letters. It’s an art to write compelling copy and to persuade passionately. If you understand marketing and can write well, then share your skills to influence donors.
15. Identify government agencies or city officials. Government grants can be lucrative and an endorsement from a city official can lend enormous credibility. Who do you know?
16. Grant writing and reporting. This is a specialized skill, but if you have it, share it.
17. Network with donors at events. Done right, shmoozing can open hearts and wallets. Talk, smile, share, and move on… then repeat.
18. Secure in-kind gifts. Do you know a good lawyer or accountant who’d donate time?
19. Marketing, promotion, and PR. Top-of-mind name recognition and a strong brand are like gold in the nonprofit world. If you’re an ace marketer, help refine and share the messaging.
20. Chair a major event. This is a huge lift and requires a committed person with experience. Is this you?
21. Help with administrative duties. Yes, there are plenty of things to do; just ask the executive director.

Create an engagement form

Here’s an idea: turn the list above into an “engagement form.” Have each board member rate themselves on a scale of 1-5 on the interest they have to help in each area. Then next to each rating, have them provide a 1-5 rating on their expertise in each area.

This is a simple but effective way to gauge board members’ interest and skills. Plus, the fundraising team can use the results to determine good candidates that can help in a particular area when the need arises.

Summary

There are many ways board members can help raise money without ever having to ask for it. Instead of dreading cold calls or awkward coffee meetings, or twisting the arms of their friends, they can champion the cause in dozens of other ways—from writing thank-you notes and hosting salon dinners to charming government officials or stuffing swag bags at midnight.

And each of these tasks support the fundraising efforts of the organization and reduce the work burden on staff. Most importantly, if the tasks are done well, the results will lead to greater fundraising effectiveness, happy and loyal donors, and a lot more money.

The post Board members: help raise money (without asking for it!) appeared first on Bloomerang.

Dear Charity Clairity,

I’m trying to shift our board culture away from “I’ll do anything but fundraising” and toward shared responsibility. Too many of our board members don’t give, or say they support fundraising in theory but avoid it in practice.

I’d love your take: Should we require a personal contribution and/or some form of fundraising involvement from every board member? Have you seen this work in ways that feel doable—and that actually strengthen board engagement rather than backfire?

— Culture Changer-in-Progress

Dear Culture Changer-in-Progress,

You’re not alone—and you’re absolutely right to raise this question. When board members sidestep both giving and fundraising, it puts staff in an impossible position and sends a confusing signal to donors. If the people closest to the mission don’t lead, why should anyone else follow?

Requiring board members to give and participate in fundraising isn’t about pressure—it’s about building a shared culture of philanthropy, where everyone takes ownership of the mission’s success. A clear give/get policy can help shift things from “optional” to “expected,” without being one-size-fits-all. It invites each board member to contribute in ways that reflect their own capacity, relationships, and energy—not just their checkbook.

For giving: The amount doesn’t need to be the same across the board. What does matter is that each member gives at a personally significant level—ideally one of their top philanthropic gifts—so they can authentically say to others, “Join me.” That personal commitment unlocks credibility. It also unlocks the board member’s own passion, making it easier and more natural for them to serve as ambassador, advocate, and asker of other supporters.

For getting: Fundraising expectations should be flexible, but not vague. Some board members may connect donors directly; others might help host events, tell their story in a donor meeting, or work with staff to cultivate a few assigned mid-level or major prospects. You’re not asking everyone to be a rainmaker—you’re inviting them to be active partners.

At the same time, it’s essential to avoid a dynamic where only wealthy individuals feel welcome because they can “buy” their way in—either by giving large gifts themselves or calling in favors from wealthy friends. That’s not equity, and it’s not sustainable leadership. A good give/get structure balances the load and emphasizes shared responsibility, not uniform contribution.

And don’t underestimate the power of ambassadorship. Every board member should be an advocate, proudly inviting others to know more, care more, and do more for your organization. That kind of engagement often leads to giving—sometimes big giving—but it always starts with authentic belief.

You’re not just trying to raise more money. You’re trying to build a board that sees fundraising as part of its purpose, not someone else’s job. That takes time, coaching, and a shift in culture—but it’s absolutely possible.

Let me share a quick example:

A mid-sized legal services nonprofit faced a common challenge: most of their 18 board members gave modest amounts—$100, $250, sometimes less. Many believed those gifts were already meaningful because they were “what they usually give” or “what they could easily afford.” But in reality, those gifts were often automatic, unconsidered, and well below what they might genuinely prioritize if asked thoughtfully.

To address this, we introduced a board giving policy that emphasized not just giving, but giving at a personally meaningful level—meaning a gift that requires real intention and reflects a true priority for that individual. This sparked honest conversations about what that really looked like.

The board chair led by example, sharing how he reflected on his overall philanthropic giving and chose an amount that was truly significant to him—not just convenient. It was quadruple what he’d given before. Once he made the commitment, his passion was unleashed!  He then met individually with board members to explore their giving habits and gently challenge them with: “Is this something you can proudly say is one of your top philanthropic gifts, or just a default amount?” They began to understand the difference between a habitual gift and a gift that truly mattered to them.

Over 18 months, average board giving tripled—not because of pressure, but because the board began to see their giving as intentional leadership, a reflection of their real commitment. That shift also energized their fundraising roles: One hosted a house party, while another encouraged colleagues at his firm to consider an institutional gift. The new policy, and shared commitment, created powerful momentum.

Changing a board’s giving culture isn’t about coercion—it’s about clarity, commitment, and creating a sense of shared ownership. When every member gives with intention and engages authentically in facilitating philanthropy, they become more than supporters; they become true leaders. The hard truth? Your nonprofit’s future depends on it.

Onward,

— Charity Clairity (Please use a pseudonym if you prefer to be anonymous when you submit your own question, like “Meetings, but No Movement” did.)

Is your organization trying to strengthen board engagement? Let us know in the comments. 

The post [ASK AN EXPERT] The Hard Truth: Should Every Board Member Be Expected To Give And Fundraise? appeared first on Bloomerang.

However, it is alarmingly common for individuals to join nonprofit boards for self-serving reasons, rather than a genuine commitment to the cause, leading to a disengaged board and a pervasive culture of apathy.

This lip service passion is not only unacceptable but detrimental to the missions of these organizations.

Therefore, it’s time for a candid discussion: If you, as a board member, are unwilling to fulfill the obligations you signed up for, you should resign or find a more suitable role within your organization.

The problem: Self-serving motivations and apathy

Board members are supposed to be the guiding force behind a nonprofit, providing oversight and support. But they are also expected to be leaders—model leaders—entrusted with significant responsibilities, including governance, strategic planning, fundraising, and advocacy.

Yet, far too many board members are failing to live up to these responsibilities. They join boards to pad their resumes, expand their networks, or gain social status, all while making excuses and neglecting the actual duties that come with the role.

This results in board meetings with poor attendance, strategic planning sessions that are ignored, and fundraising efforts that fall flat due to lack of leadership and involvement.

When board members don’t show up, both physically and mentally, they undermine the effectiveness of the nonprofit, wasting precious resources and demoralizing staff and volunteers who are truly committed to the cause.

This behavior is not just disappointing and frustrating—it is a betrayal of the mission and values of the organization, and a disservice to beneficiaries and funders.

Engagement: Lean in and do more

To all board members who are coasting through their tenure, it’s time to get your act together and engage, have the grace to resign, or slide into a different role. Here’s just a handful of the key responsibilities you should be fulfilling:

1. Attendance and participation

Show up to meetings, trainings, and strategic planning sessions, participate on committees, and help with events. Also, make a commitment of time to volunteer and help with programming and other work going on at the organization.

Engage actively in discussions, offer insights, and contribute to decision-making processes. Your presence is crucial for making informed decisions and providing meaningful input. Active participation demonstrates your commitment and ensures that you are up to date with the organization’s needs and progress.

Think about this: Would you give money to an organization if you knew all the board members were as apathetic and disengaged as you are as a board member?

2. Fundraising efforts

Fundraising is a critical aspect of any nonprofit’s sustainability. As a board member, you should be actively involved in all types of fundraising activities. This includes making a personal financial contribution, besides any funds the company you work for gives, or any other funds you raise.

If you are not willing to make a personal and meaningful gift based on your income, why would your donors be motivated to give?

You should also be actively involved in hosting your fundraising events and supporting all types of fundraising efforts at your organization. This ranges from leveraging your network to making thank-you calls.

If you feel uncomfortable asking people for money, there are dozens of other ways to support the fundraising efforts of an organization that have nothing to do with asking people for money.

Fundraising should not be left solely to the executive director and development team; it is a collective responsibility. Stop making excuses and start helping.

3. Advocacy and ambassadorship

If you truly care about the great work your organization is doing, then why wouldn’t you want to be a vocal advocate and personal ambassador to motivate and influence others to support the cause?

Use your platform and network to raise awareness, champion the cause, and attract new supporters. Speak to civic organizations and corporations. Do radio, television, or podcast interviews. Provide a written or video testimonial. Create your own social media posts. Your influence can significantly impact the organization’s visibility and credibility.

4. Commitment to “fulfilling” the mission

Stay true to the mission and values of the nonprofit. Authentic passion for the cause should be evident in your actions to fulfill the mission, not just talk about it.

Therefore, be honest with yourself; what are your real motives for being on the board and caring about the mission? And how is your commitment to the mission manifested in the amount of time you commit, the expertise you share, and the financial support you provide? Talk less and do more.

5. Oversight and governance

Provide proper oversight to ensure the organization is operating effectively and ethically, and acting fiscally responsible. This includes reviewing financial statements, ensuring compliance with legal and ethical standards, and evaluating the performance of the executive director, among other things.

When it comes to total time commitment, board governance is the easiest, albeit important, task a board member is assigned to fulfill. Compared to the other “work” a board member should be doing to create mission impact, governance takes very little time over the course of the year.

Yet, many board members feel the amount of time they spend doing governance work is the only work they want to do—and should be required to do.

In fact, many board members have the belief that they are “volunteers,” and as such, should not be required do any work outside of governance work. “That’s the job of staff since they are getting paid.” But isn’t the fundamental purpose of volunteering to do work for an organization?

Unfortunately, this type of thinking has evolved into apathetic and dysfunctional board cultures at too many nonprofits around the country and it’s a far cry from best practice board governance and participation.

The ultimatum: Fulfill your role or step aside

For those who cannot or will not meet these responsibilities, it is time to do what’s right for your board and organization, not what’s convenient or easy: Step aside and allow someone with genuine passion and dedication to take your place.

Acknowledging that the board role is not the right fit for you is not a failure, but a responsible and honorable decision. However, maybe you care about the mission, but you’re just too busy to be fully engaged, or want less responsibility.

In this case, tell the board you’d like to transition to a different role where your impact is more in line with the level of responsibility you’re willing to commit to such as volunteering, joining a committee, or becoming an advisory board member.

Conclusion: A call to authenticity and commitment

Nonprofit board members hold a position of great responsibility and trust. It’s a role that requires more than just attending the occasional meeting or offering empty words of support; it demands authentic passion, dedication, and active participation.

Let this be a call to action for all nonprofit board members: The time for lip-service passion is over. Fulfill your obligations with integrity and enthusiasm. If you cannot rise to the challenge, do the honorable thing and resign, or move into a different role.

Pass the baton to those who are truly committed to take the reins and drive the organization forward with the energy and passion it deserves. Our organizations, and the funders and partners who support them, should expect more, because the people we serve deserve better.

Do you have lazy, disengaged board members who keep making excuses? Here is a call to action to your board members to step or step aside.

The post A Call To Action For Nonprofit Board Members appeared first on Bloomerang.

Engaged board members can really help make year-end fundraising soar

But how do you turn board members into fundraisers? You need a board engagement strategy!

Late summer is a great time to hold an “inspiring philanthropy” (aka board fundraising training) session

Consider who your potential advocates are (e.g., board, advisory group members, committee members, active volunteers, major donors, key staff), and invite them all to attend. You might do this in lieu of a regularly scheduled meeting or perhaps as a separate session. Whatever you do, don’t give it short shrift. You’ll need 60 to 90 minutes to gracefully cover the territory.

These sessions are best held in late August, September, or October – in time to fire folks up for year-end major gift asks. You’ll want to be prepared to then immediately provide volunteers with assignments so they can hit the ground running!

TIP: The key to getting board members to do what they’re predisposed to hate (i.e., “fundraising”) is to reframe the session as being about something they’re predisposed to love (i.e., “philanthropy” – which literally translates from the Greek to love (philos) of humanity (thropos). And maybe even throw in something else folks love! I’ve run sessions entitled “How Philanthropy Can Be as Addictive as Chocolate.” I’ve even offered chocolate tastings at these events (if you’re going virtual, you could mail some sample chocolate kits in advance). I’ve found folks enjoy this approach so much more than “Fundraising Training Sessions,” so you’ll get a larger turnout. Plus, you’ll energize folks a lot more than if you start from the perspective of: “this is your chore; you must do it, even if you hate it.” Your goal is to get your board members to LOVE facilitating philanthropy!

Consider inviting an experienced fundraiser and meeting facilitator to run the session

Why hire a facilitator? While you can definitely do it on your own by following the tips below, I often find board members are more receptive and open-minded when an outsider is brought in. They listen more. They believe more. They are more relaxed and less combative.

Sorry, but it’s just the nature of the beast. And, since you’re likely going to be raising major gifts, it will be money well spent!

TIP: If you do hire a facilitator, I suggest you tell them you’d like them to follow the agenda outline below:

I. Introductions

A. Ask folks to describe why they became involved with your organization, and what continues to keep them passionate and inspired

Give each person a turn if you have a small board; otherwise, pair folks up and have them break into new pairings several times (you can do this virtually using breakout rooms). Your objectives are to:

1. get folks comfortable telling their own story, and
2. fire folks up from listening to other people’s stories.

TIP: The more opportunities folks have to tell the story of their involvement, the more comfortable they’ll become sharing this story with others. Usually, folks will have a personal connection to the cause. Or they’ll have an outcome story to tell – something they remember from having been involved with you over a period of time. Ask board members – and staff too – to engage in some form of this exercise at least annually.

B. When storytelling has concluded, ask the group for feedback

Ask first for volunteers. Then call on those who may be a bit shy.

1. How did it feel?
2. What did they learn?
3. Did telling their story feel at all scary?
4. Did it feel less scary than asking for a gift?
5. Do they think they could consider reframing ‘fundraising’ as ‘storytelling’ moving forward?

TIP: This is often a time where I ask folks if they could they maybe move from ‘fighting’ to ‘inviting’ (e.g., shift from phrases like “It’s time for me to hit you up” or “twist your arm” to offers like “I’ve got a great opportunity for you” or “Would you like to join us?”).

II. Philanthropy, not fundraising

A. Discuss why you do fundraising

To create happy endings! For your organization, for those who rely on you, and also for your supporters. Talk about the need people have to enact their values and be part of something larger than themselves.

Make this another opportunity to frame what you’re doing as storytelling. You’re helping prospective donors visualize the story of your cause.

Think about different story protagonists. These are the people, animals, places, or values you’re trying to sustain, restore, or heal. Next, think about the problems these protagonists must overcome. Maybe your board members even relate personally to some of these problems, and that’s why they joined your board. Finally, talk about outcomes you – and your prospective donors – seek. This is where you connect the donor’s own personal narrative to your collective narrative.

TIP: Teach your board askers to begin by engaging in dialogue with their assigned donors. Effective philanthropy facilitation is never, ever a monologue! Engaging supporters requires asking some generative, open-ended questions that will help board members learn more about what floats their assigned donor’s boat. They can simply ask the same question you asked them at the beginning of your “Inspiring Philanthropy” session: “Why did you first give here?” “What keeps you giving?” Other questions might include: “What programs interest you most, and why?” “What problems feel most pressing to you right now?” “What questions might you have of me?”  Encourage your askers to listen twice as much as they talk.

B. Discuss the fact that both askers and donors are ’empowerers’

They bring your stories to life. They give the stories you tell happy endings. They help those you serve stand up and fight, making askers, donors, and your beneficiaries heroes in their own right. Your job is simply to facilitate their empowering philanthropy.

TIP: Reframe fundraising in your own mind. It’s important to really believe this is a noble, rather than an evil, pursuit. Asking isn’t begging. Asking isn’t taking something away. Asking is giving folks an opportunity to join in something wonderful. If you’re excited about a new restaurant, you share it – right? If you experience a wonderful movie, you share it – right? Don’t be stingy when it comes to sharing what’s wonderful about your cause.

III. Overcome fear of fundraising

A. Discuss what folks are afraid of

The only way to overcome fear is to address the elephant in the room. Usually, it boils down to two things: (1) fear of rejection, and (2) fear of looking dumb or unprepared.

Tease these fears out by asking folks what words they associate with fundraising. Then ask them what words they associate with philanthropy. You may be surprised with the results.

TIP: Too often, people categorize “fundraising” as an onerous chore. Often, the feeling fundraising is burdensome comes from a previous negative experience – perhaps when they felt rejected or perhaps when they were on the receiving end of an ask they didn’t feel good about.  Overcome that argument this way.

B. Destroy the money taboo

People think fundraising is about money, and they hate to talk about it. Persuade them it’s not about money. It’s about outcomes. Money is just a symbol of what it can accomplish.

TIP: Usually, what folks are telling themselves is that fundraising is begging. Use your board session to retire this outdated “tin cup” notion. Overcome that argument this way.

C. Help board stop wallowing in negativity about fundraising

What they need help understanding is that they’ll gain a boatload of satisfaction by connecting with their own passion and then helping others enact their similar passions. You can help them become inspired this way.

TIP: Consider asking them the following questions:

1. What are you telling yourself that keeps you focused on the negativity?
2. What will you have to give up to leave the painful associations behind?
3. What will you gain from leaving the pain behind?
4. Who benefits from you staying in pain and self pity?

Closing thoughts: Turn board members into fundraisers

In the end, it should become abundantly clear to everyone that when board members don’t engage enthusiastically in fundraising, no one benefits. It’s a quadruple lose. A lose for the organization; a lose for the board member; a lose for donors denied an opportunity to passionately invest, and a lose for those who rely on your mission continuing to thrive.

But it’s easy to turn board members into fundraisers once they understand the very special role they play.

What tactics do you employ to turn board members into fundraisers? Let us know in the comments. 

The post Foolproof 3-Step Strategy To Turn Board Members Into Fundraisers appeared first on Bloomerang.

Dear Charity Clairity,

Our board is really resistant to fundraising. What tips can you share that will help us mobilize them to be fundraisers?

— Tired of the Battle

Dear Tired of the Battle,

One of the reasons we fight with folks is we don’t take the time to understand their perspective.

Try asking: How might this board member’s resistance to fundraising make perfect sense?

Based on both upbringing and past experience with asking and being asked, board members may have a good reason for their resistance to fundraising.

In my experience, there are three primary reasons people hate fundraising. So, let’s look at them one at a time; then talk about the steps staff can take to address them.

1. They think it’s yucky, and we let them

We tend to make it all about money. And talking about money is a big taboo in our society. We were raised to believe it’s impolite to bring the subject up, so much so we’d rather talk about anything else. Most of us have a deep-rooted psychological aversion to talking about money. Even religion, sex and, politics are better discussion topics as far as most of us are concerned. So, when you bring up fundraising most board members will come at this from a place of revulsion and negativity. You want to get them to come from a place of love and positivity.

Stop letting board members wallow in their fear. This requires retiring phrases about “hitting people up” or “twisting their arm.” The same holds true for saying “no one likes fundraising.” Whew! How can you expect anyone would look forward to that?! It’s about having coffee… making small talk… being interested… learning about what the donor cares about… telling and sharing stories… helping the donor to act on shared values. It’s actually FUN; a way to meet like-minded folks.

TIP: To move board members from a place of “no” to a place of “yes” requires adopting a framework of philanthropy, not fundraising. Here’s an exercise you can do with your board to shift their thinking from A to B:

A. Fundraising = scary; a chore; unpleasant; begging; ugh; necessary evil

B. Philanthropy= giving; generosity; satisfaction; love; joy; appreciation; inspiring; fulfilling

2. They fear rejection

Make sure board understand a “no” is not personal. No can mean many things. Things like bad timing, wrong project, wrong amount, more information needed, and so forth. Many of these obstacles can be overcome. It just takes a little listening to discern what can be said next to keep the conversation going. Asking is a great thing; not asking gets no one anywhere. It’s simply a lost opportunity.

It’s a mistake to assume people don’t want to be asked. When board members love your cause, they should want to share that love. Otherwise, they’re deliberately excluding others from the feeling of joy that comes from being affiliated with your mission. Don’t forget, MRI studies show merely thinking about and considering giving lights up the pleasure centers of our brain and brings a warm shot of ‘feel good’ dopamine.

TIP: To help the board feel okay when they get a “no,” suggest they also ask the question: Why might it make perfect sense for this prospect to say “no” at this point in time? Besides things that can be overcome, there’s also the possibility people say “no” because they’re just not that into the cause. That’s okay. People have different values. It’s no different than saying “Hey, I went to this great sushi restaurant. You have to try it!” And then their friend says “No, I don’t think so. I don’t really like sushi.” It’s not rejection of you; just of the notion that sushi is valuable.

3. They fear looking stupid

It’s not the board member’s job to be able to answer every question. Make sure they know this! If a prospective donor asks a question they can’t answer, that’s okay. They can always say “I don’t know the answer, but I know someone who does. Let me ask and get back to you.”

TIP: Let board know their job is to be the “Yelp” review. After they’ve promised to refer the donor’s questions, they have a perfect opportunity to gush a bit. After all, unlike staff they don’t get paid to say how great the organization is. So, whatever they say carries extra weight. Their job is to speak from their own passion and tell their own story of why your organization is so terrific.

You can help them see things differently – and that’s your job

In addition to some of the tips I’ve already suggested, I’d add these to help you mobilize your board fundraisers.

In a nutshell: Orient; Train; Support; Cheerlead, and Thank

1. Build a strong board nominating committee

You wouldn’t even hire a nanny or housekeeper without lots of thought, interviews and references. Yet many organizations bring on board members just because they’re friends of other board members. You need a vigorous process. What type of skills do you need? What circles of influence in your community are underrepresented? Does the nominee understand the role you expect them to play? Is the nominee passionate about your mission?

2. Develop a strong board orientation program

Create a handbook. Have recruits meet with key staff who will explain how development, finance, marketing and programs work. Give new members a seasoned board member as a buddy/mentor.

3. Create a board development training program.

Provide ongoing sessions on a range of topics (e.g., reading a nonprofit budget; public speaking; running effective meetings, nonprofit marketing, etc.). Provide an annual board training on solicitation – only call it something else (e.g. “Inspiring Philanthropy”).

4. Hold periodic retreats

The best ones are focused (e.g., strategic plan; endowment building; capital campaign; board/staff relationships, etc.) and run by a seasoned facilitator.

5. Meet individually with each board member at least annually

Find out what they’re passionate about, what’s continuing to inspire them, and what’s not working. Develop a personal plan for each one so they feel good about their board service. Stay in touch. Build a personal relationship.

6. Don’t let rotten apples spoil the barrel

If being on a board is unpleasant it’s a bad thing all around. First, make sure you’ve got a good chairperson.  This individual sets the tone. They should be passionate about your cause, compassionate with others, and a good politician. They should understand the role of governance, the difference between your mission (what you do today) and your vision (where you hope to get one day) and the invaluable role donor-investors play in getting you towards your goals. They should partner with the executive director, creating a team that cheers everyone else on. Second, make sure you have a process for removing board members who bring everyone else down. You’re doing no one any favors by keeping on “dead wood.” Consider a term limits policy to make rotating folks off the board a natural process.

When coming from a place of philanthropy (love of humankind), it’s easy to let the battles end and the coming together begin.

— Charity Clairity (Please use a pseudonym if you prefer to be anonymous when you submit your own question, like “Tired of the Battle” did.)

Have you seen success in overcoming your board’s resistance to fundraising? Let us know in the comments. 

The post [ASK AN EXPERT] How To Help Your Board Overcome Resistance To Fundraising appeared first on Bloomerang.

1. Meeting attendance: Demonstrating commitment

A successful nonprofit board starts with committed board members who prioritize attending meetings and events. Board members should allocate ten hours per year for regular board meetings, where they actively participate in discussions, provide input, and make informed decisions. Additionally, they should dedicate eight hours to special events and fundraisers, showing their support and engaging with donors and stakeholders. Committing 12 hours per year to committee work allows board members to contribute their expertise in specific areas of focus. Finally, attending the annual meeting for two hours is essential to staying updated on organizational achievements, challenges, and future plans.

2. Advocacy: Spreading the message

Successful board members go beyond their boardroom roles by actively advocating for the nonprofit. Investing ten hours in talking about the organization with family, friends, associates, and various groups helps raise awareness and broaden the network of potential supporters. Engaging in conversations with prospective donors and sharing the impact of the nonprofit’s work is a crucial step in building relationships and attracting vital resources. Board members can leverage their connections within business, religious, and civic communities to spread the organization’s message and increase its visibility.

3. Influence: Building relationships and partnerships

A successful nonprofit board understands the power of influence. Board members should dedicate 18 hours to convince foundations, government officials, legislators, business leaders, and community influencers that their organization is a wise investment. By sharing success stories, presenting the nonprofit’s impact and demonstrating its financial stability, board members can secure crucial support and partnerships. Building relationships with key stakeholders allows board members to advocate effectively and access resources that further the organization’s mission.

4. Reading and responding: Staying informed and engaged

Successful board members prioritize staying informed of the organization’s activities, challenges, and opportunities. Allocating 18 hours per year to read and respond to information provided by the nonprofit ensures that board members are up to date. By actively engaging with the materials and offering feedback or suggestions, they contribute to the organization’s growth and improvement. Regular communication channels should be established to facilitate the flow of information between board members and staff.

5. Planning: Strategic vision and direction

A successful nonprofit board actively participates in the organization’s planning processes. Investing eight hours to attend the annual board retreat and strategic planning workshop allows board members to contribute their insights, ideas, and expertise. By collectively defining the nonprofit’s strategic goals, objectives, and action plans, board members provide guidance and ensure alignment with the organization’s mission. The planning process strengthens the board’s connection to the organization and fosters a sense of ownership and accountability.

6. Fundraising: Leading by example

Successful board members understand the importance of fundraising and take an active role in supporting the nonprofit’s financial sustainability. Allocating 18 hours per year to fundraising activities, such as making calls, writing letters, and participating in major fundraising events, demonstrates commitment and leads by example. Board members should be willing to ask for donations themselves, as it reinforces their belief in the organization’s mission. By dedicating time and effort to fundraising, board members show their commitment and inspire others to contribute to the nonprofit’s success.

7. Becoming educated: Lifelong learning and growth

Successful board members invest in their personal and professional development to better serve the organization. Dedicate 16 hours per year to attend local boardroom training, conferences, and webinars to gain knowledge about effective board governance. By staying informed about best practices, emerging trends, and challenges in the nonprofit sector, board members can make more informed decisions and contribute to the organization’s success. Lifelong learning is essential for board members to stay relevant, provide valuable insights, and continuously improve their effectiveness in their roles.

The commitment of just 120 hours per year can make a significant difference in the success of a nonprofit organization. By attending meetings, advocating, influencing, staying informed, planning strategically, fundraising actively, and investing in education, board members play a crucial role in the organization’s growth and impact. Their dedication and active engagement contribute to building strong relationships, securing resources, and ensuring the organization’s long-term sustainability. If you are passionate about making a difference in your community, consider joining a nonprofit board and investing your time to create positive change. Together, we can achieve remarkable outcomes and transform lives.

You can follow me on Instagram, Facebook, YouTube, LinkedIn, and Pinterest. You can also visit my website at www.supportingworldhope.com.

The post Signs Of A Successful Nonprofit Board: Making A Difference With 120 Hours appeared first on Bloomerang.

In this library, you’ll find:

• Essential DEAI Reading for Nonprofits
• Sample Policies, Templates, and Tools
• Webinars on Nonprofit Diversity, Equity, and Inclusion
• Podcasts
• Peer Groups for People of Color in the Nonprofit Sector
• Agencies Focusing on DEAI
• Additional Curated Lists and Resources
• For Event Organizers
• Speaker Directory

Those resources cover a variety of topics, but we’ve recently heard from fundraisers that boards are on their minds. They want to know how to build them, how to get board members to engage in their nonprofit’s mission, how to empower those board members to fundraise effectively, and more.

If this is something you’re thinking about in 2023, we hope these resources will support you and your team as you work to build the board your nonprofit deserves.

Why Do Nonprofits Struggle with Diversity? – by Kishshana Palmer, CFRE and Bloomerang Board Member

How to Recruit and Retain Diverse Board Members – Terri Broussard Williams

5 Things Nonprofit Boards Can Do To Intentionally Lead On Diversity, Equity and Inclusion – Dr. Robin Hindsman Stacia

How to Build a Strong Nonprofit Board – Sabrina Walker Hernandez

Building A High-Performing Fundraising Team While Advancing Racial Justice – Valerie Harris

When It’s Time To Go: Firing Crummy Nonprofit Board Members – Christal M. Cherry

Reimagining the Nonprofit Board in the Throes of a Pandemic – JC Rivers

4 Ways Board Members Can Raise Money Without Making the Ask – Sabrina Walker Hernandez

Bold and Brazen Year-End Fundraising for Boards – Christal M. Cherry

Although we’re highlighting these resources at the beginning of Black History Month, you can find this page linked under the Resources tab in the header menu of our website every day of the year. We welcome suggestions and feedback and will update our site as we deepen our knowledge of these issues and become aware of new resources. You can reach our team at dei@bloomerang.com. 

The post Build A Strong Nonprofit Board With These Essential Diversity, Equity, Accessibility, And Inclusion (DEAI) Resources appeared first on Bloomerang.

I’ve served on many boards and have worked with many nonprofit board members. I often hear of two common challenges that board members face: implementation issues and fundraising burnout.

Board of Directors Challenge #1 Implementation Issues

One of the biggest qualms I hear from board directors is not knowing exactly how to reach the mission and vision of the nonprofit organization. As in, “Yes, we understand there is a vision, but how do we get there?”

Oftentimes what ends up happening is that the board continues to just ask, “Well, what did we do last year?”

Regardless, if it meets the vision of the nonprofit or not, or the current circumstances, the board may continue to do the same old thing and add a little bit more.

Because if you keep doing the same thing, but add a little more energy to it, it’s a good thing, right?

Not exactly.

What board members commonly do is to write out all the activities that raised money for the nonprofit in the previous year. Then they add larger funding goals to each activity.

For example, last year the nonprofit raised $400,000 in total from doing the following:

• 5K fundraiser raised $40,000
• Annual dinner gala raised $100,000
• 5 grants raised $250,000
• Giving Tuesday Campaign raised $10,000

For the new year, the goal might be to raise $620,000:

• Annual 5K fundraiser to raise $60,000
• The annual dinner gala to raise $120,000
• Write 10 grants to raise $400,000
• The Giving Tuesday Campaign to raise $20,000
• Start a new donor program to raise $20,000

This is actually a good strategy at face value, but unless it takes into consideration the following, it will flop (even if it helps you reach an immediate financial goal):

• what the current needs are of the organization
• what the current capacity is
• what resources exist

Why?

If current needs, capacity, and resources are not considered, then you won’t be able to implement all of your amazing activities at the new level.

And it leads to challenge number two.

Board of Directors Challenge #2 Fundraising Burnout

The other challenge I frequently hear board members ask is, “How can we reach sustainable funding streams without getting burned out?”

Board members quickly realize their capacity level and that they can only do so much to meet above the $620,000 goal.

So what do many board members do?

They put fundraising on the shoulders of the executive director and nonprofit staff — delegating everything out.

Once again, this approach does not take into account the current capacity of the organization.

Doing more might not be the answer at all.

In fact, doing more often leads to executive directors burning out at a quicker rate. Currently, nonprofit executive directors only stay in their position for 18 months often stating burnout as a major cause.

It is important then to not do more necessarily, but to do the right things with the right input. 

That’s where strategic planning for nonprofits comes into play.

To overcome these challenges, let’s include some basic elements of strategic planning.

#1: Review your Mission & Vision Statements and Values

Firstly, understand that it is vital to not only look at finances and growth as success markers for a nonprofit organization.

Getting funding for your nonprofit is great, but it can be disastrous if that funding causes your nonprofit to mission drift.

The first step in strategic planning is to analyze the mission and vision of the nonprofit and to see if your activities are meeting that vision.

If not, it’s time to evaluate if your nonprofit’s activities or mission statement needs to be updated.

Additionally, be sure to list out the values of the nonprofit. Your values will help drive the priorities of the nonprofit organization.

For example, if a value is inclusiveness, then be sure to invite your executive director and staff to the strategic planning meeting!

#2: Conduct a SWOT Analysis

Secondly, it is vital to do a SWOT analysis so that you can really understand your nonprofit organization’s strengths, weaknesses, opportunities, and threats.

This is one of the most important key pieces in strategic planning that will guide your nonprofit’s goals and activities.

Remember, we can’t just add more things to do to meet some abstract financial goal. A SWOT will help you leverage what is working and address what isn’t.

By conducting a SWOT analysis your board will really understand what the current capacity is of your nonprofit organization.

Your nonprofit’s weaknesses can help provide a roadmap on what is important to focus on. For example, some weaknesses could include staff feeling burned out, not able to get board engagement for making decisions, and not having maternity leave as a benefit.

These would be good activities to focus on that might not be only financially beneficial, but could lead to a savings of retaining an executive director.

These types of realizations can then help you understand what goals might be helpful for your nonprofit so you can reach your mission and vision.

#3: Conduct Resource Mapping

Thirdly, your nonprofit board can then lay out your resource mapping.

Find out what resources you have available:

• People resources
• Partner resources
• Funding resources

On your original list (before your strategic planning) your board members may have thought writing five more grants this year is a great solution. But after the resource mapping, your board might find out that to write more grants you need to either hire a grant writer or take some things off your grant writer’s plate so they can focus on writing more grants.

Resource mapping will help your nonprofit’s board understand how realistic their financial projections are because it will map out the resources available to meet the demand.

#4: Set Specific Goals & Activities

Fourthly, you can then set your specific goals and objectives for the year. Maybe your board realizes the 5K fundraiser actually took a lot more work than the payoff. With that information, garnered through your SWOT analysis and resource mapping, your board then plans to host a volunteer appreciation day instead of the 5K fundraiser.

Why a volunteer appreciation day?

Because during your SWOT analysis your board found out that the strength of your nonprofit was the help of volunteers, but a weakness was a high churn rate of volunteers. Additionally, when you analyzed all the work that volunteers did for your nonprofit, it saved your nonprofit a lot of money because it eliminated the need to hire certain roles.

#5: Create a Funding Plan

Fifthly, and finally, create a Funding Plan for your nonprofit. At this stage, your board has identified resources and the capacity of your nonprofit, and has set goals and objectives.

Your board can now set a realistic financial goal (which might not be $620,000) and activities that meet the needs, resources, and capacity of your nonprofit organization.

Another bonus is that by conducting strategic planning, your board will get more buy-in from the executive director and staff because they feel heard.

Remember, as a board member it is your job to guide the nonprofit organization as a whole. Do your due diligence to really understand and commit to strategic planning because when you do your board will avoid the most common challenges that boards face: implementation issues and fundraising burnout.

Feel free to visit www.grantwritingandfunding.com for more information on strategic planning, grant writing, and freelance grant writing.

The post Why Having A Strategic Plan Is Vital For Your Nonprofit’s Board appeared first on Bloomerang.