Fixing the Dysfunction: Engaging Your Board in Fund Development

The sixth in a series of seven talking about 7 common dysfunctions of a board and how to fix them.

In many ways, I see this as the easiest of the seven dysfunctions to fix because you just need to…

ASK THEM!

The problem comes with how most organization’s leaders ask their board to engage in fund development activities and the lack of resources that they provide to make them comfortable with this role.

So, how should you ask so that you engage more board members in fund development work?

1. Ask them as individuals and only after you have gotten to know their passions, talents, and time commitment. Too often I see the “ask” of board members to engage in fund development work coming as a group ask: “I need everyone to give me five names of people we can approach for a major gift.” Sounds innocuous enough, but not everyone has the networks, connections, or comfort to do that. When you ask the group, you alienate some people and leave on the table other ways that some will gladly help.
   
   And, let’s face it, you really don’t want all your board members asking for gifts on behalf of your organization. Some just do not have the disposition or talent to do so effectively.

2. Ask them only after setting it as an expectation. During the board recruitment process, you need to make it crystal clear (1) that you expect all board members to engage in fund development activities for the organization and (2) what that means. Often if an organization completes the first half of this equation, and they forget the second, which means that you and your board member may have very different understandings of your expectations of them, a recipe for disaster. Too often, I hear nonprofit executives or fund development professionals comment that “They agreed to help with fund development when we recruited them” without ever following up with specifics which circles back to #1.
   
   If your prospective board member balks at engaging in development work, move on. You get what you recruit, so if you want board members who will help with fund development, you need to recruit those people and pass on the others.

3. Ask them only after providing an orientation to your organization’s work and to the fund development cycle. Board members do not come to you automatically understanding the development cycle and the multitude of ways that “helping with development” can occur. Likely, something you need fits their skills, desires, and time. You just need to take the time and effort to find it.
   
   Furthermore, how can a board member confidently ask someone to support an organization about which they know very little? An in-depth orientation of your mission, vision, and programs will help them feel more confident about speaking to others about you.

4. Ask for something specific. Again, the generic “I need help with the gala” or “I need the board to help identify major donors” provides little direction. But a personal phone call (and I prefer to an email because it’s harder to say no over the phone) during which you ask, “Board member, will you reach out to Joe Smith to see if he plans to buy a table for this year’s gala?” This simple statement gives direction and a fairly easy task. The board member will feel good about helping and knows exactly what he or she can do to meet your needs.

5. Ask only after you have thanked them for their last task. Yes, board members serve the organization and yes, helping with development falls under their responsibilities as a board member, but everyone likes to feel valued for their time and effort. You do not need to hire a marching band; a simple email, card, or “thank you” the next time you see them will suffice. If you have trouble getting others on the board to help with development, call them out at a board meeting for some positive peer pressure.

Development is not the board’s responsibility. They need to ensure that the organization has sufficient resources to carry out its mission. Period. Many people have translated that into raising money for the organization. Some of your board members may happily, but you can stop beating your head against the wall by trying these few relatively simple suggestions to get more of them engaged in development activities. Afterall, the organization pays you to raise funds; use the board as an extension of your efforts, not a substitute for them.