I am really torn about the following Philadelphia Business Journal article that focuses on moving nonprofit board members to be fundraisers. I have to first admit though that the suggestions as to how a board member can serve in a fundraising capacity are reasonable and not overwhelming. That said, I believe the author's assumption that "the board must a fundraiser be" to not inherently be a "fact" or even a given. And likely, as too many execs experience, there are probably more board members who do not play any part in raising funds than those who do. But let's not let this reality also be a reference for what "should" be. My assumption however, is not that fund raising is an absolute part of the job of being a nonprofit board member. Alternately, I do believe that if a board's discussion ends with an agreement that being a board member of that organization includes giving and/or getting, then all members have a requirement to do so and they should be advised of this obligation upon joining. If however the board has never had this conversation and no understanding was given upon joining - no obligation. Conversation and agreement matters - assumptions and presumptions do not.
With that said, I'm skipping the author's presumptions that board members must raise money and going on to his eight suggestions.
Eight Ways to Meet People Halfway
Some board members are naturals at fundraising. Others aren’t. Maybe they prefer not to. Perhaps they don’t know how. They might not want to impose on friendships by asking for a contribution. There are many ways to meet people halfway.
1. Big checks. Your board member doesn’t feel comfortable raising funds, but they are willing to write a big check that gets the campaign started. If they won’t raise money but will give lots, they have shown their support.
2. Training. Some board members might not want to ask because they don’t know how. Some non-profits engage a consulting firm to run their capital campaign. They usually provide training for board members in how to solicit. This often involves having a story to tell that inspires people to get behind the project.
3. Teaming. The board member new to fundraising is sent out on a call on a friend alongside a member of the development office. The board member and their friend get on well, chatting in the friend’s office. The staff member talks about the charity’s mission and asks for a gift. Repeat the process. The board member gets comfortable after a while and volunteers: “I think I’ve got this.”
4. Matching gift. Will your board member who is reluctant to fundraise put up a challenge grant instead? They will match money raised from other donors dollar for dollar up to a specified total amount. Those who fundraise love it, because it motivates other donors. Donors love it because they feel the impact of their gift is doubled.
5. Cocktail party at home. Another board member doesn’t like fundraising, but enjoys entertaining. They agree to hold a drinks party at their home, inviting many of their friends. The printed invitation pulls no punches. “We’ve been involved with the museum for ten years. We love it. Come to our house next Friday for cocktails and hear what the museum is up to next year. We hope you will get involved too.” A member of the professional staff gives a short talk, letting people know how they can support the mission.
6. Dinner party guest. Here’s another variation for the board member who enjoys entertaining. Suggest they invite a member of the development department the next time they hold a dinner party at their home. This isn’t that usual a request, because board members usually know the staff who do fundraising very well. When someone at the table asks “What do you do” or “How do you know our host?” they explain how you both work together supporting their local charity.
7. Wearing different hats. You have a board member who is uncomfortable approaching friends for support. Suggest the “different hat” approach. They sit down with someone and say: “For the next five minutes I’m taking off my friend hat and putting on my (charity) hat.” They explain the group’s mission and ask for support, mentioning a specific dollar amount. After five minutes they say: “Now I’m taking off my (charity) hat and putting my friend hat back on.” It sounds contrived, but it’s effective because it clearly defines two different roles.
8. Will you do what I’ve done? Here’s an approach for the highly competitive board member who is often approached by friends to support each one’s favorite charity. It assumes they are having a good year and know their close friend is having a good year too. “We’re having a capital campaign at our charity. As a board member, I’m committed for (X) dollars. Would you consider giving a gift too? I don’t expect you would do (X), but how about (Y)? Although it might be pushy to explain how much you are giving, it puts a number out there, then softens it with a request for a smaller amount.
Some board members simply won’t fundraise. Others probably would if you gave them a little help and offered options.
Bryce Sanders is president of Perceptive Business Solutions Inc. He provides HNW client acquisition training for the financial services industry. His book, “Captivating the Wealthy Investor” can be found on Amazon.