Why board envy is holding you back and how to move forward

When it comes to boards and fundraising, all nonprofits are "works in progress." The literature on the subject is vast. So, too, are the thought leadership and range of opinions you'll encounter.

But I was troubled recently when I heard a consultant say the following: "If your board isn't full of active, enthusiastic fundraisers, clean house and find new members who will solicit gifts for you."

The starkness of this advice is concerning. My success with boards and fundraising comes from a different place. I advocate a more nuanced, holistic approach. Here's why.

1. No two nonprofit boards are alike.

There are over a half dozen types of nonprofit boards, all based legitimately on different models and member expectations. The classic, high-powered governance board with a substantial "give-get" requirement is often considered the "holy grail" of nonprofit boards; but this is not feasible or even recommended for all nonprofits. As a career fundraiser, I've worked with every conceivable type of board, including established nonprofits with hybrid boards (part governance, part volunteer) or mixed boards (big givers, token givers). I've been able to fundraise effectively with any board when the nonprofit has a culture of healthy, open dialogue with board members (see also #4 below.)

Bottom Line: There's no definitive formula when it comes to boards and fundraising. Board envy, especially when it comes to fundraising, is counterproductive. What matters is understanding where you are with your board, defining where you want to go, and planning realistically and collaboratively for the journey ahead.

2. Fundraising is a process.

Fundraising and asking for money are not the same. Fundraising is a sequential process made up of specific "moves management" phases: Identification, Qualification, Cultivation, Solicitation, Stewardship. Solicitation, the asking for money part, is just one phase.

Confucius famously observed, "the beginning of wisdom is to call things by their proper name." Don't confuse fundraising with the act of "asking." It's important to understand the overall process, so you're clear with board members about how and when you want them to help. Board members can contribute to various phases of the process, to keep the momentum going. It's equally important to know each board member, so you can leverage their unique skills, interests, and abilities.

Bottom Line: Equating fundraising with asking is limiting and won't set you up for success. Identification and Stewardship are natural places to start, since all board members can contribute productively in these ways. Stewardship is particularly rewarding and a great way to ease your board members into the overall process. Plus, it's a place nonprofits often drop the ball, so support in this area can be a boon to your fundraising success.

3. Fundraising is a profession.

Trained, experienced staff are ideally responsible for orchestrating the fundraising process at your nonprofit. Board members and other staff members should all be expected to help. In addition to Identification and Stewardship, the basics of Qualification and Cultivation can be learned with good training.

But when it comes to who does the actual asking, prudence and a sense of propriety are in order. Solicitation, the act of asking for money, is a critical moment that requires preparation, emotional intelligence, and diplomatic follow-through. Ill-timed or inappropriate asking can harm relationships. Lack of effective follow-through can damage reputations.

Bottom Line: Board members can certainly be wonderful "askers." Seek them out and treasure them when you find them! But you'll want any member who solicits contributions for your nonprofit to have the right degree of comfort and skill. Equally important, you don't want to alienate board members who are uncomfortable "askers" but highly effective partners in other phases of the overall fundraising process.

4. Board members need clarity about their roles.

Healthy boards start with written job descriptions with membership expectations clearly spelled out. This is vital when it comes to fundraising. Many nonprofits lack board job descriptions, and they tip-toe around fundraising issues during the recruitment and onboarding process.

Bottom Line: Confusion, friction, guilt, and hard feelings often arise when board conversations turn to fundraising. Rather than advancing your nonprofit's fundraising, this will hold you back. All board members can play a productive role in fundraising when they understand expectations, can choose from the full range of options available to them, and agree to join your board according to terms they fully understand.