Fundraising

Posted on in Fundraising

Board meeting scenario: List of known donors to other groups in the field is passed around.

Board Member A says, “Hey, I know Janet Big Giver.”

Development Director, eyes lighting up, asks: “Can you introduce us?

Board member A’s response? “Send them the newsletter. It can’t hurt!

But does an unsolicited newsletter really help? 

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Posted on in Fundraising

Board member fundraising commitment sheets. Cultivation opportunities. 1-1 ask role plays.

There are many good strategies to support board members taking their first, tentative steps in fundraising. Proven tactics that work, time and time again.

So why isn’t every board member at the table? Why are board members still resistant, when presented with all the “steps to success”?

Because they’re afraid.

And we have to address that fear before any of the myriad tools and best practices of the field will be useful.

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Posted on in Fundraising

People are so busy now-a-days! Traveling for their jobs, stuck behind their desks, running out from work to pick up kids from their piano lessons – it’s hard to get a quorum for the classic 2-hour board meeting.

People arrive late, leave early, bail out at the last minute, or their voices float in and out of a disembodied phone speaker so infrequently you barely know they’re there.

Maybe we need to re-think.

Maybe face time should be viewed as a precious commodity, rather than a right – and parceled out when absolutely needed, as opposed to being the default option. 

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The most critical question in planning a fundraising event?

NOT – what’s the best location…who should we honor…when’s the best date…or even what’s the right format.

All questions that board members – and staff too – love to focus on when starting to think about a special event.

It’s…who will do the asking for us. 

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Oversight. Management. Hands-on but not Hands-in.

It's a tough relationship to manage, between board members and the executive director.

And the distinction – that the board oversees the executive director, but board members are not an executive director's “boss” – is a tough one.

How do you establish the trust that gives an executive director the autonomy to run a nonprofit without board member interference, yet assures the board that the executive director is managing the agency well?

And, how can you re-establish trust for a board that's micromanaging the executive director on too tight a leash? 

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