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You don’t have to look hard in the nonprofit world to find lots of advice about how to get your board to “get over their fear” for asking for money, to become more engaged in fundraising, to just get out there and raise money. The fact that there are so many books, webinars, blogs and workshops on this topic should tell you something to begin with: it ain’t working.

This isn’t surprising to me, because in thirty years of serving on boards, and after having asked dozens of people to join those boards, I can tell you that the single most common question I have been asked by prospective board members is, “I won’t have to make phone calls to ask for money, will I? I hate to ask for money.”

And yet somehow we continue to believe that these volunteers – who are, by the way, willing to take on the liability and accountability for an organization – can be transformed into askers who will ceaselessly pound their well heeled friends for money. They probably won’t. They most likely haven’t.

Okay, so if many of the board do not want their board role to cross into their personal life, what’s the staff of nonprofits supposed to do to work most effectively with the board?

1) First and foremost, focus on seeing the board as a group of leaders, not a collection of individual donors. This mindset is critical to the success of nonprofits, who tend to focus on the short-term “What funds can this board member provide or get for us?” rather than the long term overview that is really the board’s job. And that’s the whole board as a group, a body who collectively make decisions and have one voice. Their roles as individuals are rarely critical to the life of the organization, but the organization is completely reliant on their decisions as a group.

2) Don’t turn your board meetings into pep rallies for donors. If your board meetings are thinly veiled sessions designed to increase board donations, the real work of your board is being undermined (and of course the board understands that they are being treated as donors, not overseers.) Focusing only on the board as donors gets in the way of the complex and demanding work the organization needs them to do. Let board meetings be about the board’s job.

3) Use the board as a sounding board. Ask their opinions about events, about people, about plans you have for development. And then listen. Really listen. A frequent complaint of board members is that they are smiled at too often, in a somewhat patronizing way. These are your organization’s most committed volunteers, your leadership. If you want them to take your work seriously, take them seriously.

4) Don’t dismiss the idea that “the ask” is costly for some. It can set up a quid pro quo system (if your friend buys a ticket to your benefit you have to buy one for theirs, etc…) as well as personal obligations that are often uncomfortable for people. Take this discomfort seriously – just because board members are well connected doesn’t mean that they are obligated to use their personal connections. Board members who feel too pressured about fundraising are rarely effective or committed board members because they will shy away from being around the organization.

5) Encourage board members to participate in ways that they enjoy. The credibility added by having a board member in a public role, or coming with staff to meetings, is an enormous asset. Try inviting board members to join you in your work, or suggest interesting options for them to consider in which they can shine as board members representing your organization, like these:

• Leading onsite tours, greeting groups, explaining the program to visitors – an exceptionally good way for a board member (after training) to come to know the organization well, and for the organization to show off its leadership.

• Joining the staff on any advocacy meetings and site visits. This not only lends credibility, and also brings the perspective of board leaders, but it’s great training ground for board members.

• Accompanying the executive director or development staff on fundraising visits, again speaking as a board member. Individual board members have a powerful voice here, and again, lend credibility. (“Our board really cares.”) A lot of board members really enjoy doing this – it doesn’t put them personally on the spot.

• Speaking in public. People listen when a board member speaks out about the program and the organization. It’s impressive when the speaker is a member of a board and wants to talk about their experience and the work of that organization. Some boards have offered training in public speaking to their members.

• Writing editorials and opinion pieces, and responding to the writing of others, signing everything as a board member. It packs a punch when the voice is that of a leader of the organization.

Utilizing the strengths of your board members to represent the organization in their leadership role creates an engaged and committed board. And those are exactly the people you need to make the long term decisions for your organization. Read More

You've been interested in the work of a organization you support, and know several people on the board. One day them calls you and introduces herself as the Chair of the Governance committee. 

 "We'd love to talk to you about our board," she says. "Can we have lunch?"

 Their board? You're flattered but a little uneasy. What will they expect of you? What is involved on being on this particular board? What should you ask them? 

 Of course your primary interest will be in the work of the organization, and you'll want to look at their website, check out their annual report, and if it's available, look at their 990 tax return. But how will you know what to ask about what is expected of YOU?

 If you accept that lunch, take this list with you. You'll find that that most of your questions will get answered before you ask them anyway, but just to be prepared, these are the questions that you should have answered before you take this leap. 

 And by the way, if they assure you that not much will be expected of you, think twice. A board that doesn't expect much of its members is a board that isn't getting anything done.

WHAT WILL BE EXPECTED OF ME IF I JOIN THIS BOARD?

How much time will it take?:

• How often, where, and for how long does the board meet? This varies from board to board, with something between 2 and 10 times per year, from 2 hours to all day, sometimes in different locations
• Do you expect board members to serve on committees? Most boards do, and that is another time commitment - ask how often committees meet
• What sort of volunteer time do you expect of a board member, if any? A few boards have a clear requirement, some want none, but newer, hands-on boards will just plain need more help
• Do you have a board retreat? Typically one day every year, sometimes a whole weekend
• How long would my term be? Typically from one year to three years, although the average length of board service is closer to 6 years
• How much information do you send out to board members? How much time do you expect that it will take to keep up every month? 
• Are there events that board members are expected to attend or participate in? Benefits, panel discussions, openings, performances, graduations, etc.

About the structure of the board:

• How big is the board and who is on it? Ask about age and gender. Ask about the amount of social interaction on the board. Ask about socioeconomic backgrounds. Will you be comfortable with this group?
• Do you have Directors and Officers liability insurance? Every board should. If they don't, ask why. They should be protecting you.
• May I see a copy of your ByLaws? This might surprise them - but these are the "rules" for this board, and you should have a look at them before you agree to them.
• Where is your IRS form 990 available? Where can I see it? Because it is publicly available, every board member should know all about what is on the 990 and where it can be found. Many boards put it right on their website. You can also find it on www.Guidestar.com. But let them tell you that.
• Do you have an independent auditor? Now becoming the accepted standard for all boards - a professional auditor who looks over the books, hired by the board, not the CEO. Too expensive for many small boards, so ask how they handle financial oversight.
• Do board members sign a conflict of interest form annually? They absolutely should. The IRS now requires it.Ask what's on it.

Philanthropy and fundraising:

• Is there a specific expectation for an annual financial contribution for board members? Most expect a contribution - a few tell you what the $ amount should be. This tells you a lot about how this board sees its role and what they want from you.
• What do you expect of any board member in terms of fundraising? Solicit funds, attend fundraising events, identify donors, cultivate donors - you should expect to be involved in some way or other - good board members are activists and advocates - find out what this board does.
• Are there specific events board members are expected to subscribe to? Often a dinner or event where board members are expected to "take" a table, buy a few tickets, or at least show up.

Education/ training/information:

• What kind of education about governance do you give board members? How do board members receive ongoing education about how boards work and what is expected of them?
• How will I learn more about the organization on an ongoing basis? Will you get regular information, presentations, tours, opportunities to visit or see the work of the agency?
• How can I get to know the CEO and the staff? Ideally a planned first introduction and information session, but what happens after that?

About my role:

• Is there anything specific you'd expect of me? Are they looking for you to help them in specific ways (with your professional skills) or to perform a specific function? Find out now!

And of course, if you're the board member inviting a new person onto your board, you should be able to answer all these questions, too!

  Read More

(from an ongoing series in the Grantstation.com newsletter: Grantseeking and the Nonprofit Board - a conversation between Alexandra Peters and Cindy Adams. This is part 1 of 5)

Introduction by Cindy Adams, CEO of GRANTSTATION

Developing a partnership with your board in the grantseeking process is a somewhat new concept. Boards are often less involved in grantseeking then they are in any other type of fundraising effort. In fact, there is a misconception that the board really has no role in the grantseeking process. However, the board can be extremely helpful in building the credibility of your organization in the eyes of the grantmaker.

Over the past three to five years there has been a trend within the grantmaking community to take note of the role of the board within the organization. Not just the typical question of do they donate money, but rather an eye toward the board’s involvement in the guidance of the organization. And if they are actively involved in oversight, that board will be a more credible board.

This Tracks to Success series in the Grantstation newsletter is a free flowing conversation between Alexandra Peters, one of the most accomplished and experienced board leaders I have met, and me, (about 40 years of grantseeking experience.) We hope that this conversation will shed light on the role of the board of directors in identifying and securing grant funding. Read More