If you’re in the process of planning a retreat, don’t settle! It’s possible to put together an amazing day that’s engaging, meaningful, memorable, and fun. All it takes is a little planning and ingenuity. Use the following checklist to make sure you have all the essential elements in place to ensure the boad development retreat is a resounding success. 

1. Find an inspiring venue

If you operate a hunger relief organization, hosting a retreat where you serve food could provide inspiring reminders of why everyone is passionate about the mission. But offsite venues can be powerful too. They can provide beautiful and neutral settings: a retreat center with lake views, a boutique hotel with city views, or a country club. Look for a venue that’s roomy with windows and has additional space for small group work. If the venue has outdoor access for team-building exercises, group work, and breaks, that’s even better. Budget is always a factor, so tap into your board; they might have a connection to secure the perfect spot. 

2. Prepare the board

The last thing you want to do at a retreat is spend half the time reading and reviewing material. Boring! The best board retreats prepare board members before the retreat. Depending on the nature of the retreat, board members may be required to take a survey, review material, complete worksheets, read books, and participate in interview calls. They should know in advance the theme and purpose of the retreat, including the agenda, and should be told—in detail—how to prepare for the retreat so everyone is clear about the purpose of the retreat and the outcomes it hopes to achieve.

3. Unify your nonprofit board

Division and discord are surefire ways to squelch the productivity of a board. A healthy board should be diverse (people, experience, background, thought), but it should also be unified so it can work collectively to effectively fulfill its obligations and propel the organization’s mission. The root of a unified board is its culture, so the best board retreats address the fundamental culture questions, “What should it mean to be part of this board?” and “How should our culture be manifested in board behavior and contributions?” Culture is one of the most important issues to address at a retreat because board culture establishes the ethos of how and why a board operates. Everything stems from this.

4. Include key staff

It’s a “board” retreat, so why include staff? Key staff, those with supervisory roles, are essential cornerstones that help keep an organization running smoothly. They often have relationships with board members and many make frequent presentations at board meetings. Include key staff at your retreat because they can provide invaluable insights about important operational issues that most board members can only guess at—programming, human resources, volunteers, operations, facilities, etc. But most importantly, staff participation can help unite the board and staff, and increase the organization’s overall impact.

5. Address the elephants

The best board retreats have the courage to address uncomfortable issues facing the board. Topics such as engagement, fundraising, responsibilities, and performance are often brushed aside at retreats because they ignite emotional flare-ups. But a retreat isn’t about beating down a board with its troubles; it’s about inspiring and motivating a board to be more effective. The best facilitators will address these issues in a sensitive, thoughtful, and helpful manner so the board can snip the ropes that tie these touchy anchors. They will also send out a pre-retreat survey to solicit thoughts and feelings about uncomfortable issues.

6. Discuss fundraising

Let’s face it, the majority of board members loathe fundraising. And for good reason, most stink at it. And if a board member isn’t good at asking people for money, then you risk getting no money, less money, or upsetting donors. Not good. However, fundraising is a primary responsibility for most board members so how do you iron out the tension in this dichotomy?

The best board retreats find ways to uncover their board members’ personal strengths and interests to engage them in the fundraising efforts of the organization. Some members may be great speakers and can make presentations at corporations and civic functions. Some may be great hosts and could throw fundraising parties. Some may have influential connections to potential supporters. And yes, some may be “closers” and enjoy asking people for money (rare, but loved!). Come up with exercises and forms that allow board members to choose ways that will excite and motivate them to support your fundraising efforts.

7. Hire an experienced facilitator

Bringing in an outside facilitator can crack the humdrum atmosphere often found at board meetings, where the same people tend to lead and dominate conversation and the same baggage and drama deaden the mood. The best facilitators are objective, providing a fresh vibe for the day with new insights and perspectives. When scouting, look for someone with credibility and a long history of working with nonprofits and managing boards. These facilitators can draw on their successes and failures to provide firsthand understanding, perspective, and advice on the issues you’re facing and concerns that pop during the day. They should also be inspiring to make the day high-impact, remarkable, and fun.

8. Learn institutional knowledge

All board members should be enthusiastic ambassadors of their organizations. This requires board members to be armed with a quiver of key facts, accomplishments, and information, yet most board members know far too little about such things. The best retreats design short, fun games that help board members learn important information about their organization. Have members pick a partner and practice reciting the mission. Play speed games to learn things like: the number of beneficiaries you serve, the size of your operating budget, and the percentage of funds that go to administration costs. Practice giving a brief overview of the programs you offer or a summary of your history. At the end of the exercise, pass out a sheet with all answers so members can take it home to study.

9. Practice telling stories

Another skill of being a good mission ambassador (and fundraiser) is the ability to tell stories. Sharing information about an organization will satisfy people’s rational questions, but what emotionally moves people to give money, inspire commitment, and incite action, are compelling stories. Set aside time at the retreat for board members to break into pairs or small groups to share their “personal connection” stories: how they got involved, why they got involved, and what is their favorite way of being involved. Then have them share an “impact story.” This type of story is about the work and impact they’ve seen at the organization. It may be a firsthand experience they had while volunteering, or maybe it’s an emotional story of a beneficiary who went through one of your programs.

10. Provide engagement opportunities

Many boards have “seat warmer” board members. These people pat themselves on the back and tell all their friends they sit on the board, but when it comes to helping, they’re nowhere to be found. When called out, they’re quick to say, “We’re volunteers” or “We’re a governing board” so we shouldn’t have to “work.” Phooey.

Today, the best boards, no matter how big the organization, do work. At the end of the retreat, pass out an “engagement form,” listing dozens of ways members can get involved and contribute to the work of the board and the organization. Break the lists into categories (fundraising, advocacy, volunteering, committees, other work, and skills you’re looking for). Collect the responses and assign a committee to oversee members’ commitments and see to it that they fulfill their commitments.

11. Work in small groups

The best board retreats spend lots of time having people work in pairs and small groups (occasionally switching pairs and groups). This structure deepens personal relationships and allows quieter people the opportunity to share opinions that might otherwise get muted in a large group setting. Most small group talk is dominated by one or two people. Therefore, encourage everyone at the retreat to ask at least one person in their small group the four-word conversation starter question, “What do you think?” This is a simple and effective technique to involve all people in the important discussions of the day.

12. Make time for personal connections

Studies show that the deeper and more authentic the relationships between board members, and between board members and key staff, the more cohesive and effective the entire group will be. There will also be less drama and more fun. This is why it’s imperative to carve out time at your retreat for people to make personal connections.

Besides small group work, have board members pair up with a different person every 30 minutes or so to share an answer to a fun question that can be answered in less than 30 seconds. For example, “What are your favorite interests or hobbies?” or “What food do you detest and why?” For laughs, have a few people share the unusual responses they heard from their partner.

13. Assign a notetaker and change champion

Board retreats can be a lot of fun, but the best board retreats achieve specific outcomes and impact. This is why it’s important to assign a notetaker who can track the retreat’s key takeaways and To-Dos. Most retreat facilitators complement this process by providing step-by-step instructions on ways to implement the outcomes from the day. This often includes a combination of tools such as a dashboard, an accountability process, and a variety of management templates. Yet, outcomes are meaningless unless they get implemented. Therefore, you’ll want to assign a person, team, or committee that is responsible for managing the outcomes of the day and see to it that the assigned work and tasks get completed.

14. Create a theme

You create themes for fundraising events because they establish mood and atmosphere. When hosting a board retreat, you don’t need to festoon the room with streamers and party favors (but some people do), but a good theme title and some exciting swag can set the tone and inspire a vision for the day. Think of a theme title that is aspirational. For example: “Impact Leadership: Ownership, Action, Results!”

15. Have fun!

Development retreats are powerful and meaningful, but they can also be FUN! Besides asking goofy “get-to-know-you” questions, plan two or three team-building exercises. There are hundreds on the web. Choose exercises that take 10 minutes or less and get people laughing and out of their comfort zone. Yes, get a little wild and crazy. If you do this, the day will fly by, no one will get tired, and everyone will be walking around with smiles saying, “What a great retreat!”

16. Serve light food

A surefire way to put people asleep at a retreat and dull everyone’s enthusiasm is to serve heavy food. Forget the eggs, bacon, and cinnamon rolls at breakfast, and the spaghetti and meatballs at lunch. Instead, serve yogurt, fruit, and small muffins for breakfast. For lunch, think tasty salads, soups, and small finger sandwiches. Use small plates. Serve water and diet drinks, and keep fatty snacks to a minimum. Offering light and nutritious food and beverages will ensure sharp minds and high energy throughout the day.

17. Keep the spirit alive

If you’ve hosted an outstanding retreat, those who attended will be fired up and ready to act. They will also feel a deep sense of connection with one another. To keep the momentum of your team spirit alive, it’s important to make time to celebrate your culture and achievements on a regular basis. At the retreat, create a game to brainstorm outings the board and key staff (or entire staff) can do to have fun and connect with each other. For example, you could host a barbecue, go bowling, attend a sporting event, or do a wine tasting. You may even want to include spouses/partners. It’s all about spending time together to smell the roses, nurture relationships, share experiences, and have fun.

Summary

The best board development retreat will unite and inspire a board and key staff. They are strategic, yet practical. They are fun, yet bold. But most importantly, a meaningful and memorable retreat will leave everyone feeling motivated, passionate, and committed to making the changes necessary to take your board to the next level of performance, engagement, and impact so your mission can soar!

Have you hosted a successful board development retreat? Let us know in the comments.

The post 17 Tips To Create An Outstanding Board Development Retreat appeared first on Bloomerang.

Step 1: Engage your board members by making it fun

If you currently follow “Robert’s Rules of Order” and feel your board meetings are just that— bored meetings—toss it out! No rule anywhere says you have to run your board meetings with stuffy parliamentary procedural pomp. For the record, Robert’s Rules of Order was written in 1876!

To put some pizzazz into your board meetings, here are 14 killer ways to engage your board members from Carol Weisman, President of Board Builders.com and author of Fundraising Superheroes:

1. Start your board meetings by sharing celebrations of what’s going well in your member’s personal, professional, or volunteer lives.
2. Use Photoshop to put your board members’ photos on a Wheaties box for your next annual meeting or board retreat. If you have a member with poor attendance and a really, really fabulous sense of humor, put their photo on a milk carton.
3. Instead of the traditional gavel, give a new board chair a conductor’s baton, magic wand, or magic lamp.
4. Before talking about fundraising, give every board member a 100 Grand or PayDay candy bar.
5. Get a funny award from a pawn shop—like an old bowling trophy—and pass it on to the board member who asks the best question.
6. Give a creative toy to celebrate outstanding service, like a stuffed roadrunner or the Energizer Bunny.
7. On your board roster, list hobbies that may provide an opportunity for other members to connect.
8. Give a “Life Saver Award” to the board member who jumps in to help at the last minute.
9. For your shining stars, present a certificate for one month of shoe-shines or a piece of jewelry with stars.
10. Provide a designated parking space for new board members or board members who’ve taken on extra responsibilities.
11. Buy and present the board member who’s always putting out fires a real firefighter’s hat. Present several different hats to the board member who wears many hats.
12. Create a “bright idea” award for the board members with the most innovative idea they’ve implemented.
13. Buy a toy sheriff’s badge for the development committee and deputize them as fundraisers.
14. Create a “Member of the Moment” award for behind-the-scenes leaders

Have you ever left a meeting and thought, “Jeez, that could have just been an email!” You shouldn’t feel like that after a board meeting. If your meetings are the same-old drone reading of reports by committee chairs, it’s time to change it up!

Here are five ways to kick up the fun factor on your board meetings:

1. Split into small groups to brainstorm/present.
2. Start with a fun icebreaker or thank-a-thon.
3. Invite a client, staff member, or board member to share a client story or testimonial.
4. Serve food.
5. Bring in guest speakers.

Step 2: Make it easy

If your board members aren’t engaged in fundraising, it may be because they don’t:

• Have any fundraising training, experience, or knowledge.
• Fully understand your revenue sources or how critical fundraising is to your organization’s financial health.
• Know what to say to a donor.

If that describes your board, take a step back to help them understand your revenue sources. Give them fundraising training at each board meeting and include it in your annual board retreat. Kick off each board meeting with goosebump stories about your mission and clients. Pick powerful stories they can’t wait to share with their friends and networks!

Another great way to make it easy for them is to ask them to invite you to be their guest at any professional or networking event or group. If you both wear your organization name tags, it sparks lots of conversations about board service and your mission and programs.

Step 3: Make it heartfelt and memorable

At the start of your next board meeting, invite your members to write down why they agreed to join the board and then share it. Why? That’s the elevator statement they can share with others.  

Another fun way to deepen board relationships and identify and recruit prospective board members is to host a Jeffersonian Dinner.

Jeffersonian dinners elevate the typical dinner experience into an unforgettable night of deep, meaningful connection. As Jeff Walker, who delivered a popular TED talk on the subject of Jeffersonian Dinners, explains, a small group discusses and explores a theme together, tapping into the wisdom of the room with ‘one mind’ conversation. Participants sit at one table and—unlike the typical dinner party—guests are encouraged not to engage in one-on-one conversations with their partners on either side. Instead, all conversation is directed to the entire group, as Thomas Jefferson, himself, ordained.

These discussions can result in deeper human connection, as attendees often share vulnerabilities and personal stories. When you help people create memories with one another, they’re more likely to help each other as colleagues and friends. The result is connections formed that last well beyond the shared meal and a conversation that lives on.

If planning and hosting a Jeffersonian Dinner is out of reach, here are 10 quick tips to motivate board members from The New Breed: Understanding and Equipping the 21st Century Volunteer:

1. Tap into their motivational drives

Get to know what makes each board member tick. Spend time learning about their passions, interests, and career goals. When you align their roles with what excites them, magic happens. For example, if someone loves community outreach, let them shine in public relations and engagement. When their work feels personal and meaningful, they’ll be more committed and energized.

2. Give them regular feedback

Feedback is the breakfast of champions! Schedule regular check-ins to discuss their contributions, celebrate successes, and provide constructive insights. This isn’t just about keeping them on track; it’s about making them feel valued and supported. When board members know you’re paying attention and care about their growth, their motivation soars.

3. Give rewards and recognition

Everyone loves a pat on the back. Implement a recognition program that celebrates your board members’ hard work. Think awards, certificates, or even small tokens of appreciation. Publicly acknowledge their achievements during meetings or in newsletters. Recognition not only motivates the individual but sets a positive, encouraging tone for the whole team.

4. Offer special privileges or incentives

Special perks can make board members feel extra valued. Offer them exclusive access to events, leadership development opportunities, or networking sessions with industry influencers. These incentives are powerful motivators, showing that their dedication is not just noticed but rewarded in meaningful ways.

5. Provide training

Investing in your board members’ professional development is a win-win. Offer workshops, seminars, and courses that enhance their skills and knowledge. This shows your commitment to their personal growth and equips them with the tools they need to make an even more significant impact. When they grow, so does your organization.

6. Give public affirmations

Shout it from the rooftops! During board meetings, publicly commend members for their contributions and achievements. Highlight specific actions and their impact on the organization. Public recognition boosts confidence, creates a culture of appreciation, and motivates everyone to strive for excellence.

7. Have fun with them

All work and no play? No way! Organize team-building activities, social events, and informal gatherings where board members can relax and bond. These fun moments build camaraderie, reduce stress, and make the board experience more enjoyable and fulfilling. A team that plays together stays together.

8. Thank their support network

Send a thank-you note or token gift to the folks who support your board members. Recognizing the people who cheer them on shows your appreciation and gratitude. This simple gesture fosters loyalty and commitment to your organization, making everyone feel valued and included.

9. Positive gossip (yes, brag to peers)

Spread the good word! Share positive stories and accomplishments about board members with their peers. Mention their contributions in conversations with other leaders or during public events. This positive gossip not only boosts morale but also builds credibility and influence within and beyond the organization.

10. Make yourself available

Accessibility is key. Make sure your board members know they can reach out to you at any time with questions, concerns, or ideas. Respond quickly and provide the support they need. Your availability shows you value their time and input and are committed to their success, fostering trust and partnership.

By implementing these strategies, you’ll engage your board members and ignite their influence, leading to a more dynamic and effective governance team. Remember, a motivated board is a powerful force for good!

Do you have a favorite way to engage your board members? Drop it in the comments below!  

The post Strategies For Nonprofit Empowerment appeared first on Bloomerang.

But are your board members ‘out there’ advocating for your cause? Or are they hovering ‘inside,’ focusing on internal items like day-to-day operations, finance, or programs?

How can you develop a board of advocates who connect with and champion your mission? First, clearly explain the role of advocacy during the recruitment process and address and eliminate any misunderstandings. Then, give them easy ways to engage in advocacy.

What is advocacy, and why it matters

You have a big, bold vision to better the world with your nonprofit—whether you’re developing programs and influencing policies around education, social justice, human rights, or animal rights.

To make your vision a reality, you must advocate. Advocacy sparks public awareness, debate, and progress on the most important issues facing our society and impacting your charity. It’s a critical way to connect policymakers with the ideas that move our country (and your nonprofit) forward.

Advocacy covers a range of activities for nonprofits and includes much more than just legislative lobbying.

According to the Alliance for Justice, “Advocacy is any action that speaks in favor of, recommends, argues for a cause, supports or defends, or pleads on behalf of others.” It includes public education, regulatory work, litigation, and work before administrative bodies, lobbying, nonpartisan voter registration, nonpartisan voter education, and more.

Advocacy vs lobbying: clearing up common misconceptions

If you have a board member who thinks it’s inappropriate or illegal for a nonprofit to engage in advocacy, you need to clear up that misconception. As a nonprofit, you have quite a bit of flexibility to advocate for (or against) decisions by others that could advance (or hurt) your mission.

Nonprofits count on board members to engage with people in positions to influence public opinion and decision-making that can enable your nonprofit to do its work better. Those people could be government officials, business leaders, the media, or other leaders in the charitable sector.

The importance of advocacy for nonprofit success

In 2011, Habitat for Humanity affiliates in California discovered what could happen without advocates. The state dissolved its redevelopment agencies, which meant that when policy issues related to housing arose, Habitat had no seat at the table and no one to advocate for their work. Luckily, it organized a Habitat for Humanity in California with a board of all-local Habitat affiliates who can advocate for housing with the state.

Learn more inspiring stories of advocacy in action at standforyourmission.org

Real-world examples of effective nonprofit board advocacy

Advocacy can take many forms, depending on the needs and goals of your nonprofit. Here are some examples:

• A sustainable food nonprofit asking the community’s zoning board for permission to hold a farmer’s market in an underserved neighborhood or requesting a parking variance to enable a meal truck to serve homeless people in a park
• An education nonprofit arranging a meeting with an elected official to educate them about the value of a program that empowers girls in STEM to improve graduation rates, boost the odds of their pursuing higher education and enhance job readiness.
• A youth services nonprofit working with government agencies to use a public building for a youth program.

How to integrate advocacy into board member recruitment

You wouldn’t take on a brand new job without ever seeing a job description, would you? Sadly, this happens all the time with board service. Many nonprofits have vague board job descriptions and board agreements, or none at all. Don’t let this be you! Set yourself and your board up for success with a well-written board agreement that offers multiple robust options for how they can serve as an ambassador and advocate for the mission.

Simple and effective actions to help board members be advocates

Nonprofit board advocacy comes in all colors, shapes, and sizes.

It can start simply by talking with a friend about why they care so much about your organization’s mission, attending events or meetings where your nonprofit should be visible, or making key connections with influential leaders within their networks.

Serving as a strong advocate means making the most of personal networks and influence to reach decision-makers and being an influential voice in conversations with those decision-makers.

Invite your board to participate in these easy and impactful ways to advocate for your mission:

• Host behind-the-scenes tours. Encourage your board to organize and bring interested friends, acquaintances, stakeholders, decision-makers, and elected officials for a behind-the-scenes tour of your facility, programs, or services. This firsthand look can foster a deeper understanding and support for your work.
• Arrange informative presentations. Suggest that board members invite key individuals to hear a presentation by your staff or an outside expert. This can inform and engage them on the critical issues your organization addresses and the impact of your programs.
• Leverage social networks. Encourage your board to use their social networks to share information about your organization or specific issues you’re tackling. Sharing this with their networks of friends, acquaintances, stakeholders, decision-makers, and elected officials can significantly raise awareness and support for your initiatives.
• Introduce key speakers. Ask your board to identify and create opportunities for your Executive Director or Development Director to speak at events, meetings, or forums. Their expertise and passion can inspire and mobilize new supporters.
• Collaborate with community allies. Motivate your board to join forces with local community groups, businesses, and other nonprofits. Working together can amplify your advocacy efforts and extend your reach.
• Engage donors in legislative advocacy. Prompt your board to convene small groups of donors to explore and leverage their legislative relationships. This can open doors to new advocacy opportunities and strengthen influence on relevant policies.

Your board members are the bridge between your nonprofit and its wider community. When you actively engage your board in advocacy, they can amplify your mission and drive meaningful change. By encouraging and equipping your board to be strong advocates, you ensure they’re not just participants but powerful champions of your cause. Remember—anyone with a passion for your mission and a voice has what it takes to be an effective advocate.

Start today by asking your board members the question: Who can I talk to today to advance our mission?

I’d love to hear your thoughts and experiences on building nonprofit board advocacy. How has advocacy made a difference for your organization? Share your stories and suggestions in the comments below!

The post How To Build An Advocacy-Driven Nonprofit Board appeared first on Bloomerang.

However, it is alarmingly common for individuals to join nonprofit boards for self-serving reasons, rather than a genuine commitment to the cause, leading to a disengaged board and a pervasive culture of apathy.

This lip service passion is not only unacceptable but detrimental to the missions of these organizations.

Therefore, it’s time for a candid discussion: If you, as a board member, are unwilling to fulfill the obligations you signed up for, you should resign or find a more suitable role within your organization.

The problem: Self-serving motivations and apathy

Board members are supposed to be the guiding force behind a nonprofit, providing oversight and support. But they are also expected to be leaders—model leaders—entrusted with significant responsibilities, including governance, strategic planning, fundraising, and advocacy.

Yet, far too many board members are failing to live up to these responsibilities. They join boards to pad their resumes, expand their networks, or gain social status, all while making excuses and neglecting the actual duties that come with the role.

This results in board meetings with poor attendance, strategic planning sessions that are ignored, and fundraising efforts that fall flat due to lack of leadership and involvement.

When board members don’t show up, both physically and mentally, they undermine the effectiveness of the nonprofit, wasting precious resources and demoralizing staff and volunteers who are truly committed to the cause.

This behavior is not just disappointing and frustrating—it is a betrayal of the mission and values of the organization, and a disservice to beneficiaries and funders.

Engagement: Lean in and do more

To all board members who are coasting through their tenure, it’s time to get your act together and engage, have the grace to resign, or slide into a different role. Here’s just a handful of the key responsibilities you should be fulfilling:

1. Attendance and participation

Show up to meetings, trainings, and strategic planning sessions, participate on committees, and help with events. Also, make a commitment of time to volunteer and help with programming and other work going on at the organization.

Engage actively in discussions, offer insights, and contribute to decision-making processes. Your presence is crucial for making informed decisions and providing meaningful input. Active participation demonstrates your commitment and ensures that you are up to date with the organization’s needs and progress.

Think about this: Would you give money to an organization if you knew all the board members were as apathetic and disengaged as you are as a board member?

2. Fundraising efforts

Fundraising is a critical aspect of any nonprofit’s sustainability. As a board member, you should be actively involved in all types of fundraising activities. This includes making a personal financial contribution, besides any funds the company you work for gives, or any other funds you raise.

If you are not willing to make a personal and meaningful gift based on your income, why would your donors be motivated to give?

You should also be actively involved in hosting your fundraising events and supporting all types of fundraising efforts at your organization. This ranges from leveraging your network to making thank-you calls.

If you feel uncomfortable asking people for money, there are dozens of other ways to support the fundraising efforts of an organization that have nothing to do with asking people for money.

Fundraising should not be left solely to the executive director and development team; it is a collective responsibility. Stop making excuses and start helping.

3. Advocacy and ambassadorship

If you truly care about the great work your organization is doing, then why wouldn’t you want to be a vocal advocate and personal ambassador to motivate and influence others to support the cause?

Use your platform and network to raise awareness, champion the cause, and attract new supporters. Speak to civic organizations and corporations. Do radio, television, or podcast interviews. Provide a written or video testimonial. Create your own social media posts. Your influence can significantly impact the organization’s visibility and credibility.

4. Commitment to “fulfilling” the mission

Stay true to the mission and values of the nonprofit. Authentic passion for the cause should be evident in your actions to fulfill the mission, not just talk about it.

Therefore, be honest with yourself; what are your real motives for being on the board and caring about the mission? And how is your commitment to the mission manifested in the amount of time you commit, the expertise you share, and the financial support you provide? Talk less and do more.

5. Oversight and governance

Provide proper oversight to ensure the organization is operating effectively and ethically, and acting fiscally responsible. This includes reviewing financial statements, ensuring compliance with legal and ethical standards, and evaluating the performance of the executive director, among other things.

When it comes to total time commitment, board governance is the easiest, albeit important, task a board member is assigned to fulfill. Compared to the other “work” a board member should be doing to create mission impact, governance takes very little time over the course of the year.

Yet, many board members feel the amount of time they spend doing governance work is the only work they want to do—and should be required to do.

In fact, many board members have the belief that they are “volunteers,” and as such, should not be required do any work outside of governance work. “That’s the job of staff since they are getting paid.” But isn’t the fundamental purpose of volunteering to do work for an organization?

Unfortunately, this type of thinking has evolved into apathetic and dysfunctional board cultures at too many nonprofits around the country and it’s a far cry from best practice board governance and participation.

The ultimatum: Fulfill your role or step aside

For those who cannot or will not meet these responsibilities, it is time to do what’s right for your board and organization, not what’s convenient or easy: Step aside and allow someone with genuine passion and dedication to take your place.

Acknowledging that the board role is not the right fit for you is not a failure, but a responsible and honorable decision. However, maybe you care about the mission, but you’re just too busy to be fully engaged, or want less responsibility.

In this case, tell the board you’d like to transition to a different role where your impact is more in line with the level of responsibility you’re willing to commit to such as volunteering, joining a committee, or becoming an advisory board member.

Conclusion: A call to authenticity and commitment

Nonprofit board members hold a position of great responsibility and trust. It’s a role that requires more than just attending the occasional meeting or offering empty words of support; it demands authentic passion, dedication, and active participation.

Let this be a call to action for all nonprofit board members: The time for lip-service passion is over. Fulfill your obligations with integrity and enthusiasm. If you cannot rise to the challenge, do the honorable thing and resign, or move into a different role.

Pass the baton to those who are truly committed to take the reins and drive the organization forward with the energy and passion it deserves. Our organizations, and the funders and partners who support them, should expect more, because the people we serve deserve better.

Do you have lazy, disengaged board members who keep making excuses? Here is a call to action to your board members to step or step aside.

The post A Call To Action For Nonprofit Board Members appeared first on Bloomerang.

That, combined with relentless fundraising pressure, can cause burnout and turnover.

So, what’s an Executive Director (ED) to do?

There’s a lot that goes into building and managing a healthy board of directors but it starts with the Executive Director.

Understanding the qualities needed for great board leadership

To recruit, onboard, and lead a high-functioning board of directors the Executive Director needs key qualities like confidence, maturity, integrity, compassion, vision, charisma, and gratitude.

Confidence may be the most important quality because if an ED seeks excessive input from a board to make key decisions they should be making on their own—like hiring staff—they can seal their fate and forever be treated by their board as subservient.

Being a great ED and leader to your nonprofit board also requires the maturity to know when and how to pick your battles. It’s critical that an ED handle all interactions with fairness and respect—treating people equally, respecting privacy, and acknowledging mistakes. It takes a lot of heart to work in the nonprofit profession and a healthy dose of compassion on the part of the ED can boost morale and create a positive and supportive environment. Their vision must be inspiring to attract and keep board members engaged in fulfilling the mission. It takes a healthy dose of charisma to influence and motivate others. Finally, one of the most important qualities a great Executive Director must have is gratitude. They must set the example by expressing genuine appreciation for the generosity of donors, volunteers—including board members—and the contributions of staff.

On top of these key qualities, the Executive Director needs something else—and that is to embrace the role fundraising plays in fulfilling the mission. Naturally, fundraising works infinitely better when everyone sees the value of philanthropy, but an ED who doesn’t value, respect, or enthusiastically engage in fundraising isn’t setting any kind of a positive role model for the board (or staff). Why would a board engage in fundraising if its highest-ranking leader does not?

Now that we’ve covered all the qualities that make for a great Executive Director primed to lead a board, there are two processes they must follow to get high-performing board members and set them up for success.

Recruiting an effective board

Having a thriving board of directors starts with recruitment. A great board and a great ED are recruiting all the time, which means being board-aware with donors and having a well-run board-nominating (or governance) committee. Networking and social platforms are great ways to discover and engage prospective candidates from the professional and personal connections of both board and staff members. I recommend you ‘try before you buy’ and invite interested prospective board members to serve on an ad hoc committee. If a mover and shaker in your community declines your invitation because of their current board commitments, ask them to consider joining after their current term ends and steward them until they can join.

During recruitment you need to be crystal clear about the expectations of service, especially around fundraising! I like the approach my friend Andy Robinson suggests in his book, What Every Board Member Needs to Know, Do, and Avoid, which is to frame these expectations by clarifying what will be asked of them and simultaneously, how they will be supported.

For example, we ask that you provide a positive fundraising attitude, your skills, time, and effort, and that you give generously to us while you serve on the board. In return, you can expect training and support to be effective and choices in how you give.

Some sample recruitment questions to learn more about potential candidates can include:

• What interests you about our organization?
• What do you think are the characteristics of a great board member?
• Part of board service is fundraising. Can you tell me more about your experiences with fundraising?
• What skills, connections, resources, and expertise are you willing to offer or use on behalf of the organization?
• What motivates you?
• While you serve on our board, will you make us one of your top three philanthropic commitments?

Need a little more help with recruitment? Download my five-step guide to recruiting board members and 10 questions to ask a prospective board member

Creating a stellar onboarding experience for new board members

Here are five things you can do to ensure success for your new board members:

1. A robust board orientation—which includes the presence of your board chair—where you explain the board role and attributes of a great board member, and where you provide a tour, job description, and board manual.
2. A warm board welcome at the board meeting where they can get to know other board members.
3. Assign a board “buddy.” Ideally, this is the board member you’d most like to clone! They can help your new board member get up to speed and set expectations for service.
4. Three-, six-, and nine-month check-ins. It’s standard practice to schedule regular check-ins for new hires; why not do the same for new board members? It’s a great way to ensure they feel supported and know what’s expected of them.
5. Check in after the first term to invite for a second, or thank and release them for their board service. Too many boards lack term limits—or if they have them, limits aren’t enforced. Checking in before they move on to another term is critical to make sure you’re both a perfect fit.

Every board meeting should include a philanthropic activity or element of fundraising training, like calling to thank donors, outlining the sources of your revenue, or sharing ‘goosebump’ stories from the front lines about how donors make a difference.

Bringing it all together: Ensuring board excellence

Navigating nonprofit board management is both an art and a science. It takes more than dogged determination; it requires a spark of charisma and a solid backbone of integrity. An Executive Director needs to shine in these roles if they want a board that doesn’t just function but flourishes. By strategically recruiting and investing in thoughtful onboarding, a great ED can transform board members into fierce and loyal advocates for the mission.

Remember—recruiting, onboarding, and leading a board is a marathon, not a sprint!

This sample board agreement can make it easier.

Is there anything in this recipe for board leadership we left out? Drop your feedback in the comments sections below, we’d love to hear from you!

The post From Inexperience To Impact: Recipe For Board Leadership appeared first on Bloomerang.

Engaged board members can really help make year-end fundraising soar

But how do you turn board members into fundraisers? You need a board engagement strategy!

Late summer is a great time to hold an “inspiring philanthropy” (aka board fundraising training) session

Consider who your potential advocates are (e.g., board, advisory group members, committee members, active volunteers, major donors, key staff), and invite them all to attend. You might do this in lieu of a regularly scheduled meeting or perhaps as a separate session. Whatever you do, don’t give it short shrift. You’ll need 60 to 90 minutes to gracefully cover the territory.

These sessions are best held in late August, September, or October – in time to fire folks up for year-end major gift asks. You’ll want to be prepared to then immediately provide volunteers with assignments so they can hit the ground running!

TIP: The key to getting board members to do what they’re predisposed to hate (i.e., “fundraising”) is to reframe the session as being about something they’re predisposed to love (i.e., “philanthropy” – which literally translates from the Greek to love (philos) of humanity (thropos). And maybe even throw in something else folks love! I’ve run sessions entitled “How Philanthropy Can Be as Addictive as Chocolate.” I’ve even offered chocolate tastings at these events (if you’re going virtual, you could mail some sample chocolate kits in advance). I’ve found folks enjoy this approach so much more than “Fundraising Training Sessions,” so you’ll get a larger turnout. Plus, you’ll energize folks a lot more than if you start from the perspective of: “this is your chore; you must do it, even if you hate it.” Your goal is to get your board members to LOVE facilitating philanthropy!

Consider inviting an experienced fundraiser and meeting facilitator to run the session

Why hire a facilitator? While you can definitely do it on your own by following the tips below, I often find board members are more receptive and open-minded when an outsider is brought in. They listen more. They believe more. They are more relaxed and less combative.

Sorry, but it’s just the nature of the beast. And, since you’re likely going to be raising major gifts, it will be money well spent!

TIP: If you do hire a facilitator, I suggest you tell them you’d like them to follow the agenda outline below:

I. Introductions

A. Ask folks to describe why they became involved with your organization, and what continues to keep them passionate and inspired

Give each person a turn if you have a small board; otherwise, pair folks up and have them break into new pairings several times (you can do this virtually using breakout rooms). Your objectives are to:

1. get folks comfortable telling their own story, and
2. fire folks up from listening to other people’s stories.

TIP: The more opportunities folks have to tell the story of their involvement, the more comfortable they’ll become sharing this story with others. Usually, folks will have a personal connection to the cause. Or they’ll have an outcome story to tell – something they remember from having been involved with you over a period of time. Ask board members – and staff too – to engage in some form of this exercise at least annually.

B. When storytelling has concluded, ask the group for feedback

Ask first for volunteers. Then call on those who may be a bit shy.

1. How did it feel?
2. What did they learn?
3. Did telling their story feel at all scary?
4. Did it feel less scary than asking for a gift?
5. Do they think they could consider reframing ‘fundraising’ as ‘storytelling’ moving forward?

TIP: This is often a time where I ask folks if they could they maybe move from ‘fighting’ to ‘inviting’ (e.g., shift from phrases like “It’s time for me to hit you up” or “twist your arm” to offers like “I’ve got a great opportunity for you” or “Would you like to join us?”).

II. Philanthropy, not fundraising

A. Discuss why you do fundraising

To create happy endings! For your organization, for those who rely on you, and also for your supporters. Talk about the need people have to enact their values and be part of something larger than themselves.

Make this another opportunity to frame what you’re doing as storytelling. You’re helping prospective donors visualize the story of your cause.

Think about different story protagonists. These are the people, animals, places, or values you’re trying to sustain, restore, or heal. Next, think about the problems these protagonists must overcome. Maybe your board members even relate personally to some of these problems, and that’s why they joined your board. Finally, talk about outcomes you – and your prospective donors – seek. This is where you connect the donor’s own personal narrative to your collective narrative.

TIP: Teach your board askers to begin by engaging in dialogue with their assigned donors. Effective philanthropy facilitation is never, ever a monologue! Engaging supporters requires asking some generative, open-ended questions that will help board members learn more about what floats their assigned donor’s boat. They can simply ask the same question you asked them at the beginning of your “Inspiring Philanthropy” session: “Why did you first give here?” “What keeps you giving?” Other questions might include: “What programs interest you most, and why?” “What problems feel most pressing to you right now?” “What questions might you have of me?”  Encourage your askers to listen twice as much as they talk.

B. Discuss the fact that both askers and donors are ’empowerers’

They bring your stories to life. They give the stories you tell happy endings. They help those you serve stand up and fight, making askers, donors, and your beneficiaries heroes in their own right. Your job is simply to facilitate their empowering philanthropy.

TIP: Reframe fundraising in your own mind. It’s important to really believe this is a noble, rather than an evil, pursuit. Asking isn’t begging. Asking isn’t taking something away. Asking is giving folks an opportunity to join in something wonderful. If you’re excited about a new restaurant, you share it – right? If you experience a wonderful movie, you share it – right? Don’t be stingy when it comes to sharing what’s wonderful about your cause.

III. Overcome fear of fundraising

A. Discuss what folks are afraid of

The only way to overcome fear is to address the elephant in the room. Usually, it boils down to two things: (1) fear of rejection, and (2) fear of looking dumb or unprepared.

Tease these fears out by asking folks what words they associate with fundraising. Then ask them what words they associate with philanthropy. You may be surprised with the results.

TIP: Too often, people categorize “fundraising” as an onerous chore. Often, the feeling fundraising is burdensome comes from a previous negative experience – perhaps when they felt rejected or perhaps when they were on the receiving end of an ask they didn’t feel good about.  Overcome that argument this way.

B. Destroy the money taboo

People think fundraising is about money, and they hate to talk about it. Persuade them it’s not about money. It’s about outcomes. Money is just a symbol of what it can accomplish.

TIP: Usually, what folks are telling themselves is that fundraising is begging. Use your board session to retire this outdated “tin cup” notion. Overcome that argument this way.

C. Help board stop wallowing in negativity about fundraising

What they need help understanding is that they’ll gain a boatload of satisfaction by connecting with their own passion and then helping others enact their similar passions. You can help them become inspired this way.

TIP: Consider asking them the following questions:

1. What are you telling yourself that keeps you focused on the negativity?
2. What will you have to give up to leave the painful associations behind?
3. What will you gain from leaving the pain behind?
4. Who benefits from you staying in pain and self pity?

Closing thoughts: Turn board members into fundraisers

In the end, it should become abundantly clear to everyone that when board members don’t engage enthusiastically in fundraising, no one benefits. It’s a quadruple lose. A lose for the organization; a lose for the board member; a lose for donors denied an opportunity to passionately invest, and a lose for those who rely on your mission continuing to thrive.

But it’s easy to turn board members into fundraisers once they understand the very special role they play.

What tactics do you employ to turn board members into fundraisers? Let us know in the comments. 

The post Foolproof 3-Step Strategy To Turn Board Members Into Fundraisers appeared first on Bloomerang.

Everyone is human, blessed with both strengths and weaknesses. In our respective workplaces that can translate to the best of times or the worst of times. Bad nonprofit bosses come in many different forms and are a result of personality, background, and character flaws. Like the rest of you, I have worked for men and women that changed the course of my career for the better, and others who were a nuisance and put up roadblocks to my potential to be productive and effective in a variety of fundraising and advancement roles.

Here are ten lessons in surviving and moving forward when reporting to a leader who clearly lacks leadership skills and leaves co-workers wondering what they are doing in such positions of authority in the first place. Each point captures a different scenario and corresponds with the list of coping strategies.

The different ways bad nonprofit bosses can manifest

1. People in leadership positions for the first time in their careers: Experience endures as the best teacher of all. Learning on the job is exceptionally crucial at every stage of life. This holds even more sway the higher you rise on the organizational chart. The biggest threat comes from individuals who don’t realize the attributes they lack and important lessons that they must learn. So, it’s fitting that the first precarious scenario is working for someone who has never served as CEO, President, Board Chair or in another leadership position in the nonprofit. The situation is exacerbated when they falsely believe that they already know it all.

2. Personality flaws: I can’t pretend to be equipped to provide psychoanalysis, but time and time again those suffering from insecurity complexes will wreak havoc in the lives of team members. More often than not, they will constantly want to prove that they know more than you do, or simply know it all. There is no one that knows it all, and great leaders are the first to embrace this truth. Insecure leaders are fed by an insatiable need to prove that they are right, whether they are or not. A common denominator is when they take credit for your work, fearing that others will conclude you are smarter or more capable than them.

3. The micro-manager: A wise leader places their emphasis on supporting the success of staff members, not doing their jobs. A terrible trait is constantly checking in on the progress of staff members, which impedes their capacity to complete tasks. In the hybrid work environment this often becomes even worse with a supervisor endlessly emailing, texting, calling, or video-conferencing staff and getting in the way. More likely than not, the micro-manager doesn’t understand that their leadership responsibilities include focusing on providing vision, direction, and inspiration for their teams.

4. Major gift donors who despise your supervisor, yet he/she always insists on participating in meetings: The truth is if your supervisor displays personality flaws to you, they will also exhibit them to others. When loyal major donors fall in this group, the financial stability of the organization is jeopardized. This rises to the level that you might be best served in getting the advice and counsel of other senior administrators, board members, and those well-respected within your organization.

5. Failing to give positive feedback when warranted: This is another recurring sign of insecurity. The truth is they are likely envious of your good work, skills, and ability to complete projects. They fear that they will fall short by comparison.

6. Welcoming gossip: This is another serious warning sign that that a boss is not fit to lead. Gossip poisons the work culture and weakens the potential of a team to come together to champion the mission. When a leader openly encourages gossip, it is especially damning. The repercussions run deep and jeopardize prospects for office harmony and productivity.

Coping strategies to survive bad bosses

1. To cope, be patient, patient, and even more patient: Slowly, likely painfully so, you will learn clues on how to make your supervisor happy. The quickest route is often by going out of your way to make them look good, whether they deserve to or not. In HR circles, this is called “managing up.”
2. To cope, participate jointly in training programs and conferences: A bad boss is a far reach from a practitioner of good management. Being in the company of cohesive advancement supervisor-employee duos might rub off and provide guidance on what an effective working relationship looks like, especially from the top down.
3. Discreetly seek advice from mentors, those in leadership positions, and colleagues on options: You are not alone. We have all endured that terrible experience at some point in our careers. Other leaders might be able to share their coping experiences and even how they were able to mature and improve in their respective leadership positions.
4. As a last resort, cut bait and leave a toxic environment: The demand for high-performing fundraisers and advancement professionals has never been greater. No matter the compensation and benefits sacrifice, nothing is more important than your mental health. You deserve to leave work with a mindset and spirit that will allow you to enjoy family, friends, and your life outside of work.

Bad bosses can be found in every type of workplace, spanning for-profits and nonprofits alike. The trouble in the nonprofit sector is that typically the level of job satisfaction and passion for the organization runs especially high. It is amazing what small, dedicated, and unified teams can accomplish in championing noble missions that touch, improve, and save more lives. Bad bosses put all that potential at risk. Fortunately, in the nonprofit sector, they are more the exception than the rule.

How do you handle bad nonprofit bosses? Let us know in the comments. 

The post 10 Essential Strategies For Surviving Bad Nonprofit Bosses appeared first on Bloomerang.

Whatever your individual calling or organizational mission, it’s playing today against a backdrop of sobering realities. Climate crisis induced devastation. Growing income inequality. Racial, religious, and gender injustice. Raging wars. Mass shootings. Failure to care for the most vulnerable during the pandemic. Assault on democracy. And more.

The inequities in our world have been laid bare, and have been deepening. For many, distrust has become our default way of being.

Arguably, what is missing is that which Charles Darwin pointed to years ago in what was mis-attributed to him as “survival of the fittest.” Actually, that term was from Herbert Spencer. Darwin figured out something much more important. He understood species survival hinges on not just being out for oneself, but in caring for the entire community. So, his contribution – one we would do well to heed – is “survival of the most caring.”

What we are missing is the loving awareness needed to build empathy. [See also Your Top-Secret Fundraising Tool? Empathy.]

There can be no human connections or trust without empathy and the loving awareness that leads to understanding. We’ve always known this, yet we’ve lost our way. And it’s why so many are feeling abandoned by core institutions on which they once relied when they needed a steady hand.

“Harmony and understanding
Sympathy and trust abounding
No more falsehoods or derisions
Golden living dreams of visions
Mystic crystal revelation
And the minds true liberation”

— Lyrics from Aquarius, Hair the musical

You – all of us – need to put a new system in place to help.

Shifting towards cultivating loving awareness

What if this new system could be as simple as a shift in mindset?

What if you defined love as an open state of being that would allow you, in any situation, to answer the question: Am I relating to this (person, situation, problem) with a loving energy?

Sure, sometimes this won’t work as well as others. But it’s absolutely the best place to begin. If you do, you’re more likely to find where the other person is ready to meet you.

By taking a loving stance, you create more receptivity in the other party.

Here’s what some leaders in different disciplines have to say on this subject.

“In the English language, we use the word “mind” all the time. Yet, in Eastern thought, it is often used to mean the consciousness that pervades everything. It is also used in the field of (Western) body/mind science to explain how consciousness may exist in every cell of the human body.

Of course, we know where the physical heart is, right in the center of our chest. But what if the heart, like the mind, pervaded our entire consciousness—every thought, every cell? And what if we could harness these two perceptions and marry them within our consciousness? What if we could perceive and interact with everything and everyone with our heart-mind?

If this could happen, we’d make a quantum leap in awareness. Our inner world would shift if we were able to embrace every experience, every person we encounter, with our heart-mind. Without sounding overly dramatic, everything could become Love.”

— Dr. Janice Lundy, co-founder and co-director of the Spiritual Guidance Training Institute which provides education and certification in interfaith and interspiritual direction.

And also…

I talk about love and loving-awareness not as phenomena of which I purport to be an expert but rather as “North Stars,” to exemplify a way of being toward ourselves and one another that I think encapsulates what it might mean to live in a state of individual and collective wellbeing. 

— Sará King, neuroscientist, CEO of MindHeart Collective, from “Love as Social Order: How Do We Build a World Based in Love?”

5 strategies to cultivate loving awareness

1. The elevator process

ASK: How might you turn everything into love in your daily life?  Begin with considering how might you practice this with your family, friends, co-workers and people you encounter in your daily life.

Dr. Janice Lundy learned from Ram Dass how to step into the experience of love. Per his guidance, she did this with him. She reports feeling like an elevator operator, guiding her mind to shift location from top floor to ground floor — to the “ground of being” – the heart-mind.

1. He pointed his finger at his head, saying “This is where you are.”
2. Then, slowly and carefully, he moved his finger down, down, down… toward the middle of his chest… to his heart. “This is where you need to be.”
3. As he moved his finger downwards, he kept repeating “I am loving awareness” – first in a normal tone, then a whisper, then silently.

CONSIDER: By setting your intention to your heart, and your modus operandi to curiosity, you begin to cultivate a practice of loving awareness. Like any other “practice,” it takes just that.

Practice shifting awareness from head to heart with everyone in your life – family, friends, colleagues and even strangers in line.

DO: Silently tell yourself “I am loving awareness.” You will begin to feel calmer, and more capable of building positive human connection.

TIP: Think about this the next time you’re tempted to deliver a standard “elevator pitch.” Rather than pontificate, what if you opened your heart and asked the other person something about themselves?

House party event attendee on the way out the door: “That was a lovely event. Can you tell me a bit more about the organization?”

You: “I would love to. Can you tell me what most intrigued you from what you know thus far?” Or perhaps “Can you tell me which values of yours you believe are honored in what is most central to our mission?”

2. Love plus everything

ASK: What if you could come from a place of love in your work with donors and volunteers? In other words, what if you could approach relationships with supporters with a deeper intention that supports meaningful connection?

CONSIDER: This only takes a small shift in your stance, and you will know you’re there immediately by the shift you feel inside. No more hunched shoulders, clenched jaw, furrowed brow or white knuckles.  No more of the negative stresses that make it virtually impossible to develop a positive, flowing connection with another human.

“We can know we’ve connected with an energy of love by the sense of softness, warmth and expansiveness that love creates within our own being.”

–– Tara Mohr, author of Playing Big: Practical Wisdom for Women Who Want to Speak Up, Create, and Lead; Creator and teacher of global Playing Big leadership program for women, and Playing Big Facilitators Training for coaches, therapists, managers, and mentors.

DO: Another way to frame this for yourself is coming from a place of generosity. I looked up the definition, and it means willingness and liberality in giving away one’s money, time, etc.; magnanimity. When you’re generous, your donor is likely to return the favor. Because another human quality – one of Robert Cialdini’s principles of influence – is reciprocity. This natural process of giving and receiving feels natural, comfortable and voluntary. It works so much better – for everyone – than a more constrained, transactional process of “twisting arms” and “hitting people up.” The end goal of love and generosity is more love and generosity. The end goal of money is a one-time transaction.

TIP:  Bend towards generosity. What if you took a page from the book of Liza Hanks, author of Every Californian’s Guide to Estate Planning, and Director of Gift Planning at Silicon Valley Community Foundation? She often says her secret job is “Generosity Consultant” because of the profound joy she feels when helping people create meaningful legacies.

3. Opening up to the power of love

ASK: The next time you’re feeling annoyed, overloaded, defensive, argumentative, heavy-hearted, or just plain closed down and done, what if you dedicated yourself to opening up some space for empathy or compassion? There really is something to the sometimes-annoying adage to “lighten up.” Because when you consciously try to release your anger, tension, or other negative feelings, and come home to yourself and your values, you’re able to shift into a completely different energy.

This new energy will help guide you towards your next steps. It may be to be more open; it may be to disengage. It may be to be fiercer; it may be to be gentler.

CONSIDER: As long as you relax, open up, and think about love – and maybe a little Golden Rule or Hippocratic Oath – you will be able to help others, while also helping yourself.

DO: Breathe. Think “I am loving awareness.” Relax. If you want to make your work a true expression of and force for love in the world, it’s imperative to begin by opening up some space to connect.

TIP: Relaxation is a too-often-underestimated prerequisite to love. Neurobiology research shows we’re not receptive to connection when stressed. Think about this the next time you’re tempted to make a call on a donor when you’re in a negative space. Take a little walk first, or even just look at a photo of a pet, child, grandchild or favorite work of art to bring a smile to your face before proceeding.

4. Tending to others

ASK: How might you forget about the money you want from your donor, and focus on growing the love? In fundraising we talk a lot about donor “cultivation.”  And that’s because, when done well, the money will generally follow as a natural (not forced or coerced) outcome.

CONSIDER: I’ve often used the metaphor of cultivating a garden. But this is more than just a process. The goal should be a transformative one, enabling donors to grow and flourish. Alas, it’s often interpreted transactionally as just getting them to give more money.

DO: Take that gardening metaphor a bit further. What, exactly, is your role in helping your donor to blossom? Author Tara Mohr likes the word “tending.” Could you apply that to philanthropy (philos, love + anthropy humankind) and your job as a philanthropy facilitator?

“What happens if you define loving as “tending” the light, the radiance, in the people you love? What kinds of different priorities, stances, and decisions does that lead you to? What happens if you see your work as a kind of tending to a garden?”

— Tara Mohr

TIP: One of the ways we grow love is by giving gifts. Both tangible and, especially, intangible. Consider what is meaningful to the donor, and how you might demonstrate your awareness of that which brings them a feeling of radiance.

5. Giving gifts

ASK: How might you give loving gifts to your supporters? You may be familiar with the paradigm of “languages of love.” There are many ways to show love: (1) acts of service; (2) receiving gifts; (3) quality time; (4) words of affirmation, and (5) physical touch. This is just one way to consider your own and your donor’s preferences so you can connect more profoundly.

CONSIDER: Think about the gifts you now give when you love your supporters well. Are they gifts of content? Are they time spent together? Are they recognition and gratitude? Are you thinking about all the gifts you can give?

DO: Remember when you want gifts you must give them. So many gifts. This is not a one-time transactional thing. It’s a generous, loving, aware way of relating to another human being.

TIP: When you shift your mindset to one of relating to others in a spirit of cherishment, you give the gift of feeling cherished. The gift of showing up without resentment or depletion. The gift of affirmation of their best qualities. The gift of tending to your supporter’s radiance to help them truly like the person they see when they look in the mirror.

Repairing the world

Those of us who work in the social benefit sector came here for a reason.

For some, it was a calling. For others, perhaps a leaning. Whatever drew you to this work, you likely grew to care deeply about fixing the societal problems contributing to your raison d’être.

We live in a time where it’s easy to feel despair, heartbreak and overwhelm. People seem increasingly divided and lost, and the scope of our problems can seem insurmountable.

Only by cultivating loving awareness, individually and as a community, do we have a hope to sustain humanity.

“Though we can never control someone else’s internal experience, we can be intentional about how we show up. We can increase the odds that our love will telegraph through and will be felt – if we grow our relationship skills, and if we engage in moment-to-moment practices that root us in an energy of love.

We can all grow in that capacity. We really can. I believe we are meant to. And I know that life gets so much richer when we do.”

— Tara Mohr, Founder of Playing Big. Author, Coach, Teacher, Loving Well course

So, let’s consider what we in the social benefit sector can do to put loving awareness to work. Ask questions. Consider the answers. Then do something, anything, to move toward a state of collective healing.

The post 5 Top Strategies To Cultivate Loving Awareness To Repair Our World appeared first on Bloomerang.

Dear Charity Clairity,

Our board is really resistant to fundraising. What tips can you share that will help us mobilize them to be fundraisers?

— Tired of the Battle

Dear Tired of the Battle,

One of the reasons we fight with folks is we don’t take the time to understand their perspective.

Try asking: How might this board member’s resistance to fundraising make perfect sense?

Based on both upbringing and past experience with asking and being asked, board members may have a good reason for their resistance to fundraising.

In my experience, there are three primary reasons people hate fundraising. So, let’s look at them one at a time; then talk about the steps staff can take to address them.

1. They think it’s yucky, and we let them

We tend to make it all about money. And talking about money is a big taboo in our society. We were raised to believe it’s impolite to bring the subject up, so much so we’d rather talk about anything else. Most of us have a deep-rooted psychological aversion to talking about money. Even religion, sex and, politics are better discussion topics as far as most of us are concerned. So, when you bring up fundraising most board members will come at this from a place of revulsion and negativity. You want to get them to come from a place of love and positivity.

Stop letting board members wallow in their fear. This requires retiring phrases about “hitting people up” or “twisting their arm.” The same holds true for saying “no one likes fundraising.” Whew! How can you expect anyone would look forward to that?! It’s about having coffee… making small talk… being interested… learning about what the donor cares about… telling and sharing stories… helping the donor to act on shared values. It’s actually FUN; a way to meet like-minded folks.

TIP: To move board members from a place of “no” to a place of “yes” requires adopting a framework of philanthropy, not fundraising. Here’s an exercise you can do with your board to shift their thinking from A to B:

A. Fundraising = scary; a chore; unpleasant; begging; ugh; necessary evil

B. Philanthropy= giving; generosity; satisfaction; love; joy; appreciation; inspiring; fulfilling

2. They fear rejection

Make sure board understand a “no” is not personal. No can mean many things. Things like bad timing, wrong project, wrong amount, more information needed, and so forth. Many of these obstacles can be overcome. It just takes a little listening to discern what can be said next to keep the conversation going. Asking is a great thing; not asking gets no one anywhere. It’s simply a lost opportunity.

It’s a mistake to assume people don’t want to be asked. When board members love your cause, they should want to share that love. Otherwise, they’re deliberately excluding others from the feeling of joy that comes from being affiliated with your mission. Don’t forget, MRI studies show merely thinking about and considering giving lights up the pleasure centers of our brain and brings a warm shot of ‘feel good’ dopamine.

TIP: To help the board feel okay when they get a “no,” suggest they also ask the question: Why might it make perfect sense for this prospect to say “no” at this point in time? Besides things that can be overcome, there’s also the possibility people say “no” because they’re just not that into the cause. That’s okay. People have different values. It’s no different than saying “Hey, I went to this great sushi restaurant. You have to try it!” And then their friend says “No, I don’t think so. I don’t really like sushi.” It’s not rejection of you; just of the notion that sushi is valuable.

3. They fear looking stupid

It’s not the board member’s job to be able to answer every question. Make sure they know this! If a prospective donor asks a question they can’t answer, that’s okay. They can always say “I don’t know the answer, but I know someone who does. Let me ask and get back to you.”

TIP: Let board know their job is to be the “Yelp” review. After they’ve promised to refer the donor’s questions, they have a perfect opportunity to gush a bit. After all, unlike staff they don’t get paid to say how great the organization is. So, whatever they say carries extra weight. Their job is to speak from their own passion and tell their own story of why your organization is so terrific.

You can help them see things differently – and that’s your job

In addition to some of the tips I’ve already suggested, I’d add these to help you mobilize your board fundraisers.

In a nutshell: Orient; Train; Support; Cheerlead, and Thank

1. Build a strong board nominating committee

You wouldn’t even hire a nanny or housekeeper without lots of thought, interviews and references. Yet many organizations bring on board members just because they’re friends of other board members. You need a vigorous process. What type of skills do you need? What circles of influence in your community are underrepresented? Does the nominee understand the role you expect them to play? Is the nominee passionate about your mission?

2. Develop a strong board orientation program

Create a handbook. Have recruits meet with key staff who will explain how development, finance, marketing and programs work. Give new members a seasoned board member as a buddy/mentor.

3. Create a board development training program.

Provide ongoing sessions on a range of topics (e.g., reading a nonprofit budget; public speaking; running effective meetings, nonprofit marketing, etc.). Provide an annual board training on solicitation – only call it something else (e.g. “Inspiring Philanthropy”).

4. Hold periodic retreats

The best ones are focused (e.g., strategic plan; endowment building; capital campaign; board/staff relationships, etc.) and run by a seasoned facilitator.

5. Meet individually with each board member at least annually

Find out what they’re passionate about, what’s continuing to inspire them, and what’s not working. Develop a personal plan for each one so they feel good about their board service. Stay in touch. Build a personal relationship.

6. Don’t let rotten apples spoil the barrel

If being on a board is unpleasant it’s a bad thing all around. First, make sure you’ve got a good chairperson.  This individual sets the tone. They should be passionate about your cause, compassionate with others, and a good politician. They should understand the role of governance, the difference between your mission (what you do today) and your vision (where you hope to get one day) and the invaluable role donor-investors play in getting you towards your goals. They should partner with the executive director, creating a team that cheers everyone else on. Second, make sure you have a process for removing board members who bring everyone else down. You’re doing no one any favors by keeping on “dead wood.” Consider a term limits policy to make rotating folks off the board a natural process.

When coming from a place of philanthropy (love of humankind), it’s easy to let the battles end and the coming together begin.

— Charity Clairity (Please use a pseudonym if you prefer to be anonymous when you submit your own question, like “Tired of the Battle” did.)

Have you seen success in overcoming your board’s resistance to fundraising? Let us know in the comments. 

The post [ASK AN EXPERT] How To Help Your Board Overcome Resistance To Fundraising appeared first on Bloomerang.

Need to hire a team member but constrained by budget and timing? Is your team feeling the burn from being short staffed? Introducing AI as a team member can help. In this webinar, learn how AI can temporarily fill these gaps, acting as a virtual team member to support your human workforce whether in fundraising, marketing or admin.

We’ll discuss how to integrate AI into your organizational chart, assign human oversight, and use AI to bridge and build capacity in places where humans should be. This presentation also covers the ethical considerations of human vs AI staff focusing on maintaining a balance between AI and human employees to enhance rather than replace human talent.

Learning Objectives:

• Learn how AI can serve as a virtual team member in the nonprofit organizational chart, particularly in roles where human resources are lacking or turnover is high
• Explore the strategic integration of AI across various departments to enhance capacity
• Discover how to knowledge on train AI with specific job functions to fill gaps in workflow
• Explore the ethical considerations in using AI within nonprofits as virtual team members

View this webinar’s slides here.

The post Building Nonprofit Capacity: Strategic Staffing with AI appeared first on Bloomerang.

They might be new to nonprofit boards. Or even if they’ve served before, they might never have received training in fundraising, board governance, conflict management, or the nuances of hiring and managing an Executive Director. The challenges don’t stop there—how about handling successful leadership transitions? It’s a lot.

So, how does an Executive Director not only survive but thrive in this landscape?

I won’t sugarcoat it. Recruiting, training, and managing a board of directors may be some of the most challenging parts of an Executive Director’s job. I say that as a recovering ED myself. Even the most dedicated EDs can find themselves at odds with their boards—despite doing everything by the book.

Here’s my survival kit—seven strategies to help you thrive as an Executive Director:

1. Find your tribe. There’s no role quite as demanding or lonelier than an ED. The pressure is relentless, and the responsibility can be immense. Sometimes, you may feel like you’re navigating through uncharted waters alone. But remember, you’re not in this alone. Connect with other EDs on Facebook, LinkedIn, or your local Association of Fundraising Professionals chapter (AFP). Can’t find a group? Build your own!
2. Engage an executive or leadership coach. Look for an executive coach who specializes in nonprofit management and mediation. Their expertise in facilitation and running retreats can be invaluable, not just for you, but for evolving your board’s dynamics.
3. Take care of yourself first. Never underestimate the importance of self-care. If you don’t take good care of yourself, who will? You can’t pour from an empty cup; the world needs your talents. Take inspiration from my friend Beth Kanter’s book, The Happy Healthy Nonprofit, and integrate her self-care practices to start making self-care a priority.
4. Choose your battles wisely. Know when to engage and when to walk away. Every ED and fundraiser deserves a board that understands and respects the role of fundraising and its impact on fulfilling your mission. If your board doesn’t value fundraising, it may be time to consider transitioning to an organization with a thriving culture of philanthropy where your work is valued and you feel appreciated and supported.
5. Maintain an active network. Keep your resume polished and document your achievements. Maintain a personal file of your successes and endorsements from staff and donors to use on your resume or for references or recommendations. An active and up-to-date network is your safety net, ready whenever you need to make a move.
6. Explore conducting a board survey if you want to change the board you have.  Board surveys are a genius way to open up a runway for you to make the changes you want with your board. Since surveys are board-led, you can survey them on areas of weakness—for example, fundraising knowledge, board member engagement, strategic direction, or board member diversity—and report back that “We heard you loud and clear that we need to boost our board’s fluency in fundraising as well as prioritizing recruiting more diverse members and to do that we will…”
7. Consider hiring an outside expert to work with your board. As an ED, you can be recommending a major gift strategy for years, but the second the same recommendation comes from an outside consultant, your board suddenly hears it and is ready to act on it. If you can’t afford to hire outside expertise, consider recruiting a top-notch board member who embraces fundraising from another nonprofit to talk to your board about how their board participates in fundraising.

Great boards are no accident; they take a lot of hard work to build. Navigating board dynamics is no small feat for an ED, but with the right strategies and support, you can not only manage but excel in leading your organization and your board to greater heights.

Need help managing your board?  Grab a copy of Rachel’s eBook, Makeover My Board: How to Lead, Inspire, or Even Fire Your Board, with tips for transforming the board you have and giving “graceful exits” to those who may be underperforming.

The post Navigating the Boardroom: A Nonprofit Leader’s Guide appeared first on Bloomerang.