How to Work With Bosses and Volunteers to Raise More Money

Last Wednesday, I had the privilege of speaking at the Western North Carolina chapter of AFP in Asheville.  I had a great time seeing old friends and making new ones.

Can you imagine me anywhere not having fun?

I spoke to them about working with bosses and volunteers in fundraising, especially when you don’t like your boss or volunteer.  I know this is (unfortunately) a common issue for lots of people and I’ve experienced it myself.

I remember working as a Development Director and not liking my boss much.  It wasn’t easy, but we were able to be successful in fundraising as a team.

Here are some of the things I shared with the group.

There are three keys to being able to work with a boss or volunteer in fundraising. 

The first is communication. We must learn to be clear in asking for what we want and in sharing information.  And we must learn to set clear expectations when we set out to work with someone else.  This above all I think is critical in relationships!  I see lots of problems on Boards because people were not given a good idea of what to expect when they agreed to serve on the Board.  Being clear in the beginning can prevent a lot of problems later.

The second key is trust. No matter how much we like or dislike someone on our team, we must work to build trust with them.  Otherwise, we aren’t going to get very far.  Some ways you can build trust are to act consistently and keep your word.  Do what you say you will do.  And treat people with respect.  Remember, if you don’t respect someone, it’s your problem, not theirs.  It’s yours to fix.  Again, I know this isn’t easy, but it’s what will help you be successful in raising money.

Finally, I talked about ‘leading from the chair.’ There are an awful lot of Executive Directors and Board chairs out there who have little in the way of leadership skills.  If this is your situation, then you can try providing leadership without actually being in charge.  It’s not easy to do, but with some grace, it can be done.  When I was in this position, I found that it was a matter of gently (and I mean gently!) sharing information that my boss needed to know, and making suggestions as to the action that was needed.  Over time, my boss turned to me repeatedly for advice and insight into lots of situations.

Sometimes the relationship with your boss or your volunteer is so damaged and broken that no amount of trust and respect will repair it.  That’s when it’s time to dust off your resume and go find another job.

The good news about working with bosses and volunteers in fundraising is that you can get a lot more accomplished when working as a team.  They may have connections in the community that you need or knowledge of your organization that you don’t have.  Either way, presenting a united front to your donor prospects will get you much farther down the road of raising money for your good cause.

Work rhythms are common. We all fall into ways of doing things that serve us in some way. We host the same special event each year or we submit the same grant application each year. It works for a while, but then attendance starts to drop off or our grant is no longer funded. But it’s a good idea to evaluate your work habits periodically to make sure they still work.

I was talking with a client yesterday and she was telling me about someone in her organization who has become a problem child. Every time others talk about changing things or trying something new, this woman says “that’s not the way we do it.” She’s not willing to hear a new idea. She’s so stuck in the old ways of doing things that she’s starting to impede the progress of the organization. In fact, she clings so tightly to the old ways, that she’s gotten quite negative with others and has lost sight of the mission of the organization. Others are now avoiding interaction with her because of her negativity. It’s become “me vs. them” and she’s determined to win.

I can remember working with a couple of people just like this. In one case, I came back from a conference with new ideas ready to implement, and she did her best to discredit me and squash my enthusiasm. I never could understand why she was so negative, unless she was terrified of change. Either that or she wanted to be the “Star of the Show” and I was stealing her limelight. Either way it was holding the nonprofit back from doing bigger and better things.

So, back to my original question. What happens when you do what you’ve always done? You get what you always got.

If you aren’t happy with the fundraising results (or any results for that matter) you’re getting, then you MUST change what you’re doing. Simple as that.

You have to find a way to get these negative folks on board with moving forward, or they need to be let go. I know that’s harsh, but it’s true. You have way too much important work to do in the world to be held back by someone who has their own agenda.

Have you had experience working with negative people in your nonprofit who were reluctant to change? I’d love to hear your story. Click on the comment link and share.

I’m seeing signs of the economy improving.  Are you seeing them?  Restaurants and shopping malls are packed and I’m hearing positive news from trusted sources.

My clients are seeing more and bigger donations coming in (yay!).  I firmly believe that fundraising is going to get easier a little bit at a time over the next several months.  I don’t know if it will go back to where it was, but I don’t plan to spend any time worrying about that.  I’d rather focus my attention on what needs to be done now to set ourselves up for success both now and in the future.

Here are some things that smart nonprofit organizations are doing right now to prepare for success:

• Deepening donor relationships. Smart nonprofits are investing time into their donors.  They’re spending more time getting to know their donors.  They know that this is the best use of their time, because loyal donors will stick around for years to come.
• Showing their appreciation. Smart nonprofits are spending more time than ever before thanking and acknowledging their donors.  They’re making thank-you calls and sending handwritten thank-you notes. Some are getting their Board members involved in this!  They’re making sure that the donor knows how much they appreciate their support.
• Honing their Case for Support. Smart nonprofits are getting very clear about their reason for existence.  They have concise, razor-sharp answers for the questions about why someone should give to them.
• Strengthening their Board. Smart nonprofits are spending time to make sure their Board members understand their roles and responsibilities for leading the organization, and have the resources they need to do their job.  They’re helping their Board members find ways to comfortably participate in fundraising.  Instead of sitting back and expecting their Boards to know what to do, smart nonprofit staff are educating and supporting their Boards.

What is your nonprofit doing right now that’s smart?  I’d love to hear!  Click on the comment link and share.

I had the privilege of hearing my friend and colleague Gail Perry present at the Virginia Fund Raising Institute recently.  Gail is a wonderful speaker and has a way of making her audience feel at ease so they can soak up all the information she shares.  I thought I’d share some of my notes from her presentation called “Fire Up Your Board!”

1. Help Board members reconnect with their passion for your organization.  Give them opportunities to practice talking about the organization and their experiences.

2. Redefine fundraising into friendraising.  So many Board members don’t want anything to do with fundraising.  Help them see that you are simply connecting people with the work you are doing through their gifts.  You’re developing friends who will be there to stand beside you for years to come.

3. Put them to work in easy, no-ask jobs.  Give your Board tasks to do that count as fundraising, but don’t require them to ask anyone for money.  Examples include inviting friends for a tour of your facility, calling to thank donors, and talking to friends in the checkout line at the grocery store about your mission.

Gail said, “We all get the Boards we deserve.”  Translation:  we get out of our Board what we put into it.  Don’t expect people to show up to sit on your Board and already know how to be a great Board member.  It won’t happen.  You must support people and teach them how to be a great Board member.

Thanks for a great presentation, Gail!

I had the pleasure of spending time with the Board and staff of Prescott Area Habitat for Humanity in Prescott, Arizona last weekend.  Habitat is one of my favorite organizations and this group is full of heart and passion for the people they serve.

Here are a few highlights from the information I shared with them.

Passion is key. A nonprofit will best be able to serve people and fulfill its mission when the Board, staff, and volunteers are all passionate about the cause.  Our first activity of the day helped reconnect everyone with their love for the organization.

Mission takes money. In order to fulfill your mission, you must have money.  Unfortunately, many Board members are intimidated or downright scared to get involved in fundraising.  When Board members understand that there are lots of ways they can participate in fundraising without actually asking someone for a gift, they start to relax.  Once they understand how fundraising works, they can find a spot where they feel comfortable participating.

When we got to this activity on Saturday and every Board member identified and committed to their comfort zone, I was so happy for the organization I could have popped!  Some wanted to help solicit, others wanted to help thank donors, others wanted to help build relationships.  It was awesome!

People give for a variety of reasons. Part of my Fundraising 101 for Board members helps them understand the myriad of reasons why people give.  We dispelled the myth that people give for the tax benefit alone.

And the main theme for the day:  Good fundraising is based on relationships. Our donors are our partners in serving people.  The better we engage them, the more we develop relationships, which builds loyalty and keeps them involved for the long haul.

Thanks to Christine Wallace, Development Director for inviting me to spend time with Prescott Area Habitat!

Today’s post is from my friend Gail Perry, who is an expert in nonprofit fundraising and Boards.  Visit Gail’s website at www.gailperry.com.

Whenever I bring up the subject of boards, so many fundraisers roll their eyes. Why are our boards such a huge pain point and what can we do about it?

I say we have to face reality about some sensitive topics: people, motivation, volunteers and commitment rather than chasing after some myth of the ideal board.

Let’s be realistic and see what we really can expect from our board – particularly in the area of fundraising.

Let’s remember that most board members are afraid of fundraising because they are embarrassed and fear rejection.  And they generally are not sure what your expectations are of them.

Get your expectations in the right order and you’ll have a happy relationship – and a productive one – with your board.

Here’s what you can count on – and what you can’t  – with your board members.

WHAT YOU CAN COUNT ON

1.  Most board members really do want to help. They just don’t know how. It’s really up to you to make it easy for them. You’ll need to motivate, guide and support them.

If you do make this investment of your time and energy, then you’ll have a gold mine of great board members on your hands.

2.  Most board members are open to and even enjoy education. They don’t like “training” but they do like “education.” June Bradham, author of “What Nonprofit Boards Want” says that the word “training” makes them feel like seals.

Most board members are eager to do a good job and want to know what their job is. The clearer your job expectations are for board members, the more you’ll get out of your board.

3. Most board members are capable of being terrific friendmakers if they know the right thing to say and they are pumped up.  But you need to teach them what friendmaking is all about or they may go in the wrong direction.

4. Most board members are happy to help thank donors. In fact, they love it!  And you can increase donors’ future gifts if your board members make thank you calls quickly to donors.

5. Most board members can be terrific “sneezers” spreading the viral message around your community. Just make sure they can practice what do say in a comfortable, natural fashion.

HERE’S WHAT YOU CAN’T COUNT ON

1.  You can’t expect them to be good at soliciting. That’s a special skill and personality type. Frankly I don’t even want all my board members out there soliciting because some of them would not be very good at it.

Treasure the board members who are good at soliciting and find other productive jobs for those who are better at other things.

2.  You can’t expect them to show up at every event. You need to tell them what your priorities are – what’s essential and what’s optional.  Then, when they have a clear idea of what you need from them, they can give it to you.

3.  You can’t expect them to know exactly what to say. You might think they know the mission, vision and case for support, but they need practice, practice, practice putting it into their own words.

4.  You can’t expect them to maintain their passion on their own. It’s your job to keep them pumped up and excited about the cause. If you do, you’ll have an enthusiastic, fired-up team helping you spread the word and make connections!

5.   You can’t expect them to keep coming to boring meetings. Busy people will flee if they feel their time is not well used. If you liven up your meetings, then you’ll also liven up your board!

So set your own expectations correctly,  provide the leadership and support your board needs, and you’ll be rewarded with a high-performing team!

One of the most common complaints I hear about nonprofit Board meetings is that they are long, dull, and boring.  I’ll have to agree.  I’ve sat through a few that were mind-numbing.  Meetings like this will run off good Board members in a flash.

So how do you change it?

First, use a consent agenda.  This is a way of structuring your meeting so that you can handle the routine things quickly.  For example, on your consent agenda, include things like minutes, finance report, committee reports, and Executive Director reports.  All these things must be in writing and should be sent to Board members several days before the meeting.  It is each Board member’s responsibility to read the items before the meeting.  At the meeting, all these items are voted on at once.  If anyone wants to discuss a particular item, that item is pulled off the consent agenda and placed on the table for discussion.  Otherwise, there’s only one motion to approve (instead of individual motions for each item) and one vote.  This can save you tons of time!

The rest of your Board meeting should include

1. Items needing conversation among Board leaders, Board members, and staff

2. Items needing a decision or a vote

3. Big-picture thinking and planning

If you can stay focused on those things that matter to Board members (like big-picture thinking) and make sure each Board member is involved in the conversation, you’ll have a much more satisfying experience at your Board meetings.

I had an amazing conversation with a client this week.  He’s the Board President of an organization that is facing many challenges.

They’ve been around for years but have relied too heavily on government grants. (Can you feel what’s coming?) Over the past few years, the state has cut their budget repeatedly, so this organization’s funding is shrinking.  They finally realized a couple of years ago that they were going to HAVE to do some fundraising if they were going to maintain their service level, so they hired their first Director of Development.  She’s doing a good job – writing grants, running events, sending out newsletters and appeals, etc.

One of the biggest problems in this organization is the Executive Director.  He seems to get in the way of progress more than he helps.  At a recent Board meeting, it was clear that the ED wasn’t on the same page with his Development staff.

Back to my conversation with the Board President.  Great guy.  Trying hard to do the right thing.  He took the ED to lunch and told him, in a supportive way, that he should be supportive of his Development staff’.  Basically, he gave the ED an attitude adjustment!  I was so proud of him for that, but also in the way he did it.  He was firm and supportive at the same time.  I’ve been really concerned about this organization for a while, but they seem to be moving in the right direction (however slowly).

As the Board President and I talked, I realized yet again how important – no, how CRITICAL it is to have a strong leader in the Executive Director role.  In order to really be successful, you MUST have someone who can hold a vision, motivate staff, and do the right thing.

I recently led a call for the Get Fully Funded Support Club on strong leaders.  I talked about the 10 characteristics of a strong leader, what to do if you are the leader, and what to do if you’re not the leader.  If you’d like to listen to the audio, simply become part of the club and you’ll have access to this audio plus many more.  It’s just $17 for your first month.  www.getfullyfundedsupport.com/benefits.html.

I led a short training last night for a small nonprofit Board facing some pretty serious yet pretty common problems.  Less than half the Board members showed up for the training.  They have a history of attendance issues, lack of participation, apathy, and so on.  Their leadership isn’t the greatest.  But their mission is very compelling and there’s a small group of committed Board members who want to change things and make them better.

So, I spent some time helping them understand basic roles and responsibilities of Board members.  Then we focused on one problem they’re having programmatically and developed a structure for a plan. 

By the time I left, they were excitedly talking about how they were going to change the culture of their Board and they had already set a date to flesh out the rest of the plan for the solution to the program problem.  The Executive Director had a smile on her face I hadn’t seen in a while and I could feel the new energy in the room.

So what caused the change? 

They bought into the belief that they CAN change if they want to.  Individually they believed it and collectively they believed it.  Basically, I helped them shift their thinking.  Now, instead of being held back by the status quo, they are dreaming about what they want their Board to be.  And the sky’s the limit!

I’ll be meeting with them again in a few weeks to see how they’re doing and to help them take the next steps in developing their Board.  I love seeing Boards make this kind of dramatic change!  It has an impact on the entire nonprofit and ultimately helps them serve more people.

I love my job!

I heard recently about a small nonprofit in my area that has suspended operations and closed its doors.  I think I’ve heard of this group before, but it’s definitely not made its presence known in the community.  I learned that this group has raised a good amount of money over the past few years, but has not managed it well.  It breaks my heart to think that they could still be in business today if they just had someone in leadership who knew how to be frugal and manage money well.

I know the importance of a good set of eyes focused on the finances.  When I worked at the local Food Bank, we had lots of bankers on the Board and they drove me crazy asking questions about the smalled details.  Looking back, I know that was a HUGE blessing!  They watched our operations closely and kept us in excellent financial shape.

Who do you have in leadership at your organization who watches the bottom line?  Does someone raise questions when they see something that needs to be questioned?  If you have someone like this, be grateful.  If not, go recruit someone.  You’ll feel so much more comfortable knowing you have those skills on your team!