How do you cultivate a culture of board giving and fundraising?

The expectations are set well before a person is voted onto the board. It starts with recruitment. Nominations committee members want to add members (what I call "butts in seats recruitment strategy") and thus soft pedal the fundraising obligation, afraid a 'good' prospect will say no. Put enthusiastic ambassadors on your nominations committee who can ignite passion and enthusiasm in prospects.

So true! Developing a concise, non-jargon laden Case for Support that all (both staff & board) are comfortable sharing is key. There should be a rule --no acronyms. I know, we can't resist sometimes. Seriously, the compelling narrative is where it all begins. #tellabetterstory #keepitsimple

To cultivate a culture of board giving and fundraising, leaders must lead by example. Board members should demonstrate their personal commitment by making significant contributions and actively participating in fundraising efforts. Setting clear expectations, celebrating successes, and providing training on effective fundraising strategies can motivate others. Creating a shared sense of purpose and aligning fundraising with the board’s mission strengthens this culture.

Leading by example should go beyond just making personal contributions. It involves openly discussing the challenges and rewards of fundraising, sharing the hurdles overcome, and the impact achieved. Transparency in these experiences can demystify the fundraising process for other board members, making them more comfortable and confident in their own efforts.

Celebrating successes, however "small" they may seem at board meetings is key. Board members like shout outs (who doesn't?) - be creative about the stories you tell. Motivates others to act so they too can get a shout out.

When board members witness authentic passion and commitment from their leaders, it ignites a collective drive towards shared goals. By sharing personal stories and celebrating achievements, leaders not only inspire action but also cultivate a sense of belonging and accountability within the board. This approach transforms fundraising from a mere obligation into a shared mission, ultimately enhancing the organization's impact and sustainability. In a rapidly evolving landscape, such intentional leadership is essential for unlocking the full potential of board engagement and driving transformative change.

Cultivating a culture of board giving and fundraising begins with building strong relationships founded on trust and mutual respect. Engage board members through transparent communication, involve them in strategic planning, and align their passions with the organization's needs. Offer personalized support and regular updates to keep them informed and motivated. Recognize their efforts publicly, fostering a sense of community and shared purpose. This relational approach enhances commitment and encourages active participation in fundraising.

in the fundraising mapping exercise and social network analysis, the board members play an important part. Who know whom and who can open doors. Board members need to be given the right tool such as snappy talking points why they engage in the mission of the organization and give their effort to the cause and invite others to contribute financially. There is no magic pill, but it also needs to be understood that most board members serve on more than one board and are being asked by everyone to do this.

Building relationships within a board is not merely about networking; it’s about fostering a culture of trust and collaboration that drives engagement in fundraising efforts. When board members feel valued as partners, they are more likely to invest their time, resources, and connections into the organization’s mission. This relational approach transforms board dynamics, encouraging open communication and shared ownership of goals, ultimately leading to more effective fundraising strategies. By prioritizing these connections, organizations can unlock the full potential of their board members, creating a powerful force for change and impact.

To me this is very important because some organizations have let their boards or lead their boards to function as only an entity that meets at quarterly board meetings. Boards especially non profit boards need to be dynamic, they need to be interrelations and work with both the organization and their fellow board members to help them thrive. Board members should also avail themselves of opportunities to become better board members by doing things such as taking training, and taking the opportunity to understand the work of the organization intimately. Finally, they need to understand that governance should be a generative process it should build organically through the life cycle of the organization.

A board that operates as a cohesive team rather than a collection of individuals is essential to a thriving nonprofit. ESPECIALLY an org in a crisis or leadership transition. Don't let your board balk at retreats or icebreakers. Just make them count!

To cultivate a culture of board giving and fundraising: Set clear expectations for board members' contributions, provide training on fundraising strategies, share success stories and impact of donations, offer regular feedback and recognition for efforts, facilitate peer encouragement, and create a sense of ownership and commitment to the organization’s mission. These steps foster engagement and a commitment to fundraising.

The board members' achievements outside of their charitable work should be honored. It demonstrates that we pay attention to them and appreciate all that they have contributed.

Recognition should not just be about celebrating monetary contributions. Highlight the value of time, effort, and strategic thinking that board members contribute. For example, acknowledging a board member who facilitated a key introduction or provided strategic advice can reinforce the idea that all forms of giving are valuable and appreciated.

Establish a Recognition Program that highlights the contributions of board members both publicly and privately. This could include recognizing top fundraisers during board meetings, in newsletters, or through social media shoutouts. Frameworks like Bonusly or Kazoo can create a real-time recognition platform where board members can celebrate each other's contributions. Implement a system where members can award points or tokens to peers who make significant fundraising efforts.

Board meetings are the biggest missed opportunities to inspire and develop your board meetings. My equation: Inform + Enrich + Engage =Ignite should be a cornerstone for board meeting design.

Cultivate a culture of board giving and fundraising by clearly communicating the impact of their contributions and setting ambitious goals aligned with the organization's mission. Engage them with success stories and tangible outcomes of their support. Encourage active participation in fundraising activities, provide training or resources to boost their confidence, and celebrate achievements regularly to maintain their motivation and commitment.

Inspiring board members should include setting aspirational goals that align with the organization’s long-term vision. Encourage members to think big about the legacy they want to leave through their board service. Offering opportunities for professional development, such as workshops on leadership in philanthropy, can also empower them to take on larger roles in fundraising efforts.

Introduce a Fundraising Challenge that sets clear, ambitious goals for the board. Break down the overall goal into smaller, personal targets that feel achievable but still push members out of their comfort zones. Offer mentorship or buddy systems where experienced members can guide newcomers. Leverage market platforms to create fundraising challenges that are visually tracked and updated in real-time, fostering a sense of progress and competition among board members. Leverage board meetings to 'ignite' the environment.

Soliciting feedback should be an iterative process that includes regular touchpoints with board members. Rather than waiting for formal meetings, create a feedback loop where members can continuously share their thoughts on fundraising strategies. This approach keeps them engaged and ensures that their insights are actively shaping the organization’s approach to giving.

When I was on a board, I had opinions and value to add. You will not retain board members who do not feel heard. Yes I know you as a staff member are closer to the action and may know what's best. But consider offering possible paths of how a prob can be solved for the board to consider. Or ask the board what questions you should be asking as you tackle problem X.

It partially depends where in the fundraising process an organization or non-profit finds itself. If they have never had a fundraising strategy it will be a good idea to create a fundraising/business development committee for board members that works closely with the CEO & CFO to develop a white paper plan for it.

Implement Feedback Loops where board members can regularly provide input on fundraising strategies and activities. This could be done through surveys, suggestion boxes, or dedicated brainstorming sessions during board meetings. I like SurveyMonkey and Typeform - use these or others to create anonymous feedback forms where board members can share their thoughts on fundraising efforts. Additionally, consider using Miro for collaborative brainstorming sessions that allow members to visually map out fundraising strategies.

The key to cultivating board participation in fundraising is executing your plan effectively. Even if they don't like you personally, board members will support a well-executed strategy. Focus on ROI metrics – return on equity (ROE) and return on invested capital (ROIC). A 15-20% ROE will attract investors easily. Many leaders fixate on EBITDA, revenue, or gross margin, but for capital raising, ROE is king. If you can project a 15% return on equity, you'll have investors lining up. Your board will be supportive when you demonstrate strong financial performance and clear return potential. It's about showing concrete results and future value, not simply discussing plans.

Consider implementing a “board giving challenge” where board members can compete in friendly fundraising competitions, either individually or in teams. This not only drives engagement but also builds camaraderie and a sense of shared purpose. Additionally, integrating storytelling into your fundraising efforts can be powerful—encourage board members to share their personal journeys and connections to the cause, which can be more compelling to potential donors than standard appeals.

Some countries by Policy have made it difficult to replace board members. I have suggested to a few organisations volunteer consultants as advisers(ors) who act in the background with the lead fundraiser,. They usually have marketing, public relations, branding investment strategist skills, experiences and understand the flow of funds in an economy. Their advisory which is usually strategic with a precision that draw in the needed networth. I have just one success story of this alternate to non performing boards with bottlenecks to replacing them in a time bound task and rigid environment. I need examples of navigating challenges in Policy restricting environment.

In my experience there is a big difference in expectation about give or get, depending on the country. While this concept is often encountered and expected in the United States, this is not the same in Europe. Most non-profit or charitable boards are volunteer board members, who provide strategic expertise, and valuable time to their board service. Many board members are not experts in fundraising or may only have limited access to big donors themselves. They can give advice and maybe provide introductions. However, it is advisable to have at least two board members with a strong expertise and also, if the size of the board allows a fundraising committee that can support the CEO and other relevant staff.