By Marion T. Lee, CFRE
Frequently, we are drawn into discussions that focus on the role of Board Members. Many of these conversations take the tone of “can’t live with them, can’t live without them,” and in some organizations, the relationship with the Board has taken on an armed truce mentality. Although possibly warranted at times, this mindset becomes counter-productive to all aspects of a healthy institution.
Sometimes, staff can develop a “if it weren’t for them” mentality that creates negativity at the staff level and eventually filters through to the Board. As staff members, particularly fundraising professionals, it is important that we work to create a positive partnership with Board members. This most recent economic downturn has proven that an active healthy Board of Directors can make the difference in the survival of an organization.
The following are suggestions that may help bridge the gap with Board members:
- Be honest with them. We cannot continue to lure people onto our Boards by telling them that we don’t need them to help us raise money or show up at meetings. Prospective Board members should hear our expectations and we need to own up to the basic responsibilities demanded of Boards.
- Prepare them. Create a comprehensive board orientation process that includes the time and financial expectations of your Board members.
- Give them tools. Provide the Board with financials that are easy to read and comparative. We don’t mean cut corners, but financials that are too detailed are often difficult to absorb. Also, include benchmarking with previous years so that board members can put the financials in context.
- Inform them. Make sure that the Board is aware of significant issues that may effect the institution. Report on grant proposals that have been submitted, potential situations that may attract media attention and any donor concern that is not easily remedied. Engage the board in problem solving when appropriate and most of all, never let a board member be blindsided.
- Engage them. Board members seek meaningful work. Ok, we know many do not want to actively fundraise, but they can be involved in donor stewardship and cultivation. Ask the Board to accept a short list of donor to thank by phone, email or handwritten note. They can also partner with a development officer or executive director for coffee with a current donor or lunch with a prospective donor.
- Empower them. Develop a screening and rating session for Board members to help you discover new prospects, assess prospect interest in your mission and giving capacity and determine the best person to make contact with prospective donors.
- Teach them. Board members often need training in governance and fundraising. Invite key Board members to attend AFP meetings, conferences and seminars.
- Recognize them. Feature Board members in newsletters and other media. Cameos on each Board member recognize the valuable service that they donate to the organization and give you a chance to get to know them better.
- Give them a story. We are very lucky to have the job of seeing a mission work almost everyday of our lives. Share those stories with the Board so that they too can see their work make a meaningful difference.
- Listen to them. Board members often bring a bigger vision to an organization that can open a new path to achieving our mission.
Paulette Maehara, President and CEO of AFP said the greatest challenge we face in our profession is that, “There are not enough fundraising professionals to go around.” This is a significant challenge, one that can be mitigated by building an honest positive working relationship with those closest to you – the Board.