Bringing in the Bacon belongs with the Board

That’s right – fund development MUST be Board led and staff supported. I’ve said it a thousand times, and will keep on repeating this mantra: BOARD LED, not staff led.

You’re saying “Right. We know that. My Board is all over fund raising. Heck, I don’t even have to bring it up.” Sure, that’s what you’re saying.

No, most of you are facing the reality that your Board is under-trained, under-equipped, and under-enthused when it comes to development work. They believe their role is management or oversight or even governance. The truth is, there is no organization to shepherd or run if there’s no income.

It’s not their fault, by the way. It’s a system problem. We don’t recruit enough good fund raisers; don’t tell our Boards we expect them to lead the charge; don’t give them the tools and knowledge they need to perform. Even BoardSource, the Board gurus of America list ensuring adequate financial resource at number 6 on their top 10 Board responsibilities list.

We have to change this culture RIGHT NOW, if our sector is to thrive. Development work has to rank in the top THREE responsibilities for Board members. Right along with Planning and Policy, Fund Development helps keep balance. Oversight can come in 4th through 10th on the list.

How do we make the change? I have ideas I’ll be sharing over the next weeks. What are your experiences? What would make it better for your organization? Would Board lmembers raising funds be a significant improvement for you?

Tell Your Boards When They Don’t Measure Up

At the Association of Fundraising Professionals conference in New York a few weeks ago, Henry Goldstein reminded nonprofit leaders that they have to actually ENGAGE Board members.

The trend in the corporate world for the past 10 years is for leaders to share information across the company. If the people who produce the goods and services don’t know the score, it’s nearly impossible for the company to grow and prosper. Everyone has to know their place in the company’s plans and dreams.

So it is, too, with a nonprofit – especially with Board members, and Fund Development.

Board members are supposed to be your nonprofit’s chief fundraisers. All Development work should be Board led, and staff supported. If the Board isn’t fulfilling its role, the entire organization suffers. But how does the Board know what is expected?

You tell them. Plain and simple.

Honesty with Board members can be tricky. Every Executive Director wants to look his or her best in front of the “boss.” Many are afraid of “telling it like it is” when it comes to the Board falling short of its responsibilities. They think they can’t ask these good people who give of their time to the organization to step it up.

Wait – what?!? These people are on the Board because they care. They want to help. They want direction. They need to know the truth about the organization in order to see the vision and take action.

These are also people who want feedback – to know when their efforts pay dividends. If you don’t tell them when they fall short of what you need, they cannot improve. In tough times this level of communication is vital to success. Goldstein and others provide some tips on how to get your message across more effectively.

Follow these tips and get your board back on track. It’s truly in YOUR self-interest to develop this kind of relationship with them.

Is your Board doing what you need to bring in revenues this year?

Are you worried about giving them honest information about their performance in this arena?

What makes her think she can do this, anyway?

On my way to a meeting early this morning, feeling a little sorry for myself (after all, business is a little down, it's taking longer to find the right new clients) when on my radio came a story to remind me of what's important - and what I'd forgotten.

 

Karen Rogers is an early 40's mother of two teenage boys from Tahoe City, CA.  Her VISION is to make a solo swim from the Farallon Islands to San Francisco - a 30-mile, 15-hour challenge.  When she accomplishes that, she will be the 1st woman, and only the 3rd person to have ever done so.  The last man to make it all the way did so 40 years ago.

What makes her think she can do this, anyway?  “I’m one tough cookie,” she says.  “I’m the one with the guts to go out and accomplish this goal.” 

Shoot!  I’d forgotten how tough a cookie I am.  I’ve survived cancer, been married 40 years, raised 4 wonderful children, been through all kinds of business ups and downs.  We all have a core of strength that takes us through whatever is in front of us.  So what was prompting me feeling this way this morning?

Then I heard Karen’s advice for people who are inspired to try something that is seemingly out of reach.  “I think the most important thing is to set goals so you really have to reach for - but not so far out that you can’t attain them.  Once you commit your brain to something your body’s going to follow.”

Oh, yeah.  That old Napoleon Hill quote coming back again.  How could I forget such a basic, basic tenet of success?  But I also forgot what Walt Disney reminded us “All our dreams can come true, if we have the courage to pursue them. We keep moving forward, opening new doors, and doing new things, because we're curious and curiosity keeps leading us down new paths.”

So, what’s the message?  I do have a dream.  I am curious.  Sometimes I simply wake up having forgotten where I’m headed.  So I took out my VISION. I reviewed my goals.  I saw that they were, indeed, challenging but attainable.  The fog cleared, and I am again on track building the future for business and family. 

Thanks, Karen, for the reminder of how it really works!

Have you forgotten just how tough you are?  Are you ready to renew your VISION and head for what seems to be out of reach?