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.

This isn’t just a casual coffee chat; it’s a pivotal meeting that can define a donor’s impression of you, your organization, and may determine whether they make a moderate gift, a significant one, or none at all. The stakes are high and coming prepared can greatly increase the likelihood you’ll leave with a smile and the outcome you desired.

The importance of being thoroughly prepared

Imagine walking into a donor meeting feeling confident, organized, and ready to make a compelling case for your nonprofit and its noble work. Now, imagine the opposite: you’re unprepared, stumbling on your words and thoughts, unable to answer basic questions about your programming, finances, and plan for the future. The difference between these two scenarios is stark, and the results can be just as drastic.

Advantages of being prepared

When you’re well-prepared for a donor meeting, you’re not just setting yourself up for success—you’re demonstrating respect for the donor’s time and philanthropic interests. Preparation allows you to clearly and confidently articulate your organization’s mission, showcase your passion, build trust, and align your goals with the donor’s values. This level of readiness can lead to larger donations, deeper personal relationships, and a greater likelihood of ongoing support.

Disadvantages of being unprepared

On the flip side, walking into a meeting without thorough preparation can be disastrous. It’s not just about missing out on a donation; it’s about the impression you leave behind. An unprepared fundraiser can come across as unprofessional, disorganized, and even disrespectful. The donor might feel that their time has been wasted, or worse, they may question the competence of your entire organization. This can lead to no gift, a smaller-than-expected gift, or even negative word-of-mouth that could damage your reputation in your community.

Why many fundraisers are ill-prepared

So why do so many fundraisers find themselves underprepared for donor meetings? The reasons vary, but a common theme is the misconception that they can simply “wing it.” Fundraisers, especially those new to the field, might rely too heavily on their personality, the strength of their cause, or the belief that their passion alone will carry them through the meeting.

Overconfidence in the cause

There’s often an assumption that the cause itself will do the heavy lifting. While your cause is undoubtedly important, donors (especially the very wealthy ones) are approached by dozens of organizations with equally compelling missions. What can set your organization apart isn’t just the great work you’re doing, it’s the connection you build during the meeting, which, if you want to be an ace fundraiser and have happy, loyal donors, requires preparation and strategy.

Lack of experience or training

Many fundraisers are passionate individuals who may not have received formal training in donor relations. Without a solid understanding of basic “field tested” fundraising tactics and the nuances of relationship building, they might not realize the importance of preparation until they’ve already made a mistake.

This is why continuous learning and mentorship are vital to fundraisers – even the best ones. And those new to fundraising should always practice their asks on smaller-sized donors before talking to major donors so the organization doesn’t risk losing a major gift if the meeting goes south.

The desire to avoid “over-preparation”

There’s a fine line between being well-prepared and coming across as scripted or insincere. Some fundraisers fear that over preparing will make them seem less genuine. However, the key is not to memorize a script but to be knowledgeable and flexible enough to adapt to the conversation naturally. Extensive preparation is the cornerstone required for this to happen.

Simple checklist for a successful donor meeting

To help you avoid the pitfalls of unpreparedness, here’s a comprehensive checklist elaborating on 13 essential steps to take before a donor meeting.

1. Ensure a good personality and interests match: People give to people they like and trust, and a strong personal connection can significantly increase the likelihood of a donation. Before the meeting, research the donor’s interests, hobbies, background. The more you know about a donor going into the meeting the more fodder you’ll have to ask questions . . . and great fundraisers are amazing question askers. If possible, pair the donor with someone from your organization who shares similar interests or values. This creates a natural rapport and makes the conversation flow more smoothly. Remember, one of the top reasons donors continue to give after four years is because of the relationship they have with the person asking for money.
2. Choose the right meeting location: The setting of your meeting can greatly influence its outcome. If possible, arrange to meet where your programming or services are taking place. This allows the donor to see firsthand the impact of your work, creating a deeper emotional connection. If this isn’t feasible, opt for a location that’s comfortable, private, and conducive to conversation. A quiet coffee shop or a restaurant with a pleasant view can provide a relaxed atmosphere that encourages open dialogue. Pro tip: Arrive early to your meeting, find a quite table, and leave your credit card with the cashier or server before the donor arrives. Then when you pay, there will be no uncomfortable squabbling over who should pick up the tab. It’s a smooth and classy move.
3. Show excitement about your organization: Enthusiasm is contagious. When you talk about your organization with genuine passion, it’s hard for the donor not to be inspired. Your excitement not only builds trust but also reinforces the credibility of your cause. Be sure to balance your passion with professionalism, so you come across as both enthusiastic and competent.
4. Share personal “connecting” stories: Stories are powerful tools in fundraising. They humanize your cause and make it relatable. Prepare a few impact stories that illustrate the difference and impact your organization makes on the people and community your serve. Whether it’s a personal story about why you’re passionate about the mission or a success story from someone who benefited from your program, these narratives help create an emotional connection that can motivate the donor to give.
5. Focus on the donor’s personal interests: Building a personal connection goes beyond discussing your organization. Take the time to learn about the donor’s hobbies, sports, family, history, and professional life. This shows that you’re interested in them as a person, not just as a source of funding. By establishing common ground, you make the donor feel valued and more likely to support your cause.
6. Understand the donor’s philanthropic interests: Understanding why and how a donor gives are crucial. Learn about why they give, what they like to give to, and what types of missions have inspired them over the years. Ask about their best giving experiences. Ask about their worst giving experiences (so you can avoid them). Also ask what they look for in a nonprofit and why they have an interest or passion for you mission and what they love most about the work you’re doing. This information allows you to tailor your ask in a way that aligns with their values and motivations. When you show that you’re attuned to their giving preferences, you increase the likelihood of a successful outcome.
7. Be prepared to answer basic questions: Donors will expect you to have a deep understanding of your organization. You should be able to discuss your budget, including how funds are allocated, and provide details about your programs, history, impact, and future plans. Be ready to explain why your organization is unique and deserving of their support. This knowledge not only helps you make a convincing case but also reassures the donor that their money will be well-managed.
8. Let the donor do most of the talking: It’s easy to get caught up in trying to make your case, but remember that listening is just as important. If you’re talking more than 40 percent of the time, you’re talking too much! Create dynamic dialogue; ask great questions and then listen! This not only helps you gather valuable information but also makes the donor feel heard and respected. Skilled fundraisers are not just great talkers—they’re excellent listeners.
9. Rehearse your ask and objection scripts: Asking for money is the most critical part of the meeting, and it’s not something you want to improvise. Plan how you’ll make the ask, including the amount and what it will be used for. Consider offering giving level options, or sponsorship opportunities, and be prepared to address any objections. For example, if a donor is hesitant about the amount, suggest payment options. For example, if they object to a $10,000 ask, ask if it’s a better option to give $2,500 now and $2,500 over the next three quarters. Practice makes perfect, so rehearse, rehearse, and rehearse various approaches and objective types until they feel natural and confident.
10. Include the donor’s partner early on: Decisions about significant donations are often made jointly, especially in a family setting. If you can, involve the donor’s partner (if they have one) from the start. This shows respect for their decision-making process and increases the chances of securing a gift. It also helps prevent any surprises or miscommunications later on, which could derail a potential donation.
11. Send a brief reminder email: A simple, two-sentence email sent a day or two before the meeting can make a world of difference. It’s a courteous way to confirm the time and place, ensuring that there are no mix ups. This small step shows that you’re organized and considerate, setting a positive tone before you even step into the meeting.
12. Respect the donor’s time: Punctuality and time management are critical. Arrive early, start the meeting on time, and aim to finish five to ten minutes before the allotted time is up. This shows that you respect the donor’s schedule and are efficient in your use of their time. A well-managed meeting leaves a positive impression, increasing the chances of future interactions.
13. Have a thoughtful follow-up plan: The meeting doesn’t end when you walk out the cafe. Follow up promptly with a personalized thank-you note or email. Recap any key points discussed, and outline the next steps. This reinforces your professionalism and keeps the momentum going, ensuring that the donor remains engaged with your organization and that you gave them a chance to field additional questions or concerns.

Conclusion

Meeting with a donor is a significant opportunity that requires careful planning and thoughtful execution. By thoroughly preparing for each interaction, you not only increase the likelihood of securing a donation but also build stronger, more meaningful relationships with your donors. In the competitive world of nonprofit fundraising, being prepared is your greatest advantage—and the key to turning a simple meeting into a lasting partnership.

So, before you walk into that next donor meeting, take the time to check off each item on this list. It’s the difference between what a successful fundraiser does and one who’s still wondering where they went wrong.

And remember, a little humor and charm can go a long way to helping you and donor leave your latte meeting with frothy smiles and a generous gift. Good luck!

Let’s talk strategic planning and board training?

Looking for an outstanding strategic planning or board retreat/training facilitator? Having founded or built nine notable nonprofits and helped hundreds more, you’ll get someone who’s walked in your shoes and understands all aspects of snags and challenges you’re facing. Give me a call; it would be a privilege to help.

How do you prepare for a donor meeting? Let us know in the comments. 

The post Mastering Donor Meetings With Preparation appeared first on Bloomerang.

The pitfalls of the five-year plan

The allure of the five-year plan stems from an era dominated by large organizations like IBM, The Nature Conservancy, and large city governments. These entities, often under pressure to appease investors, super donors, and to justify tax levies, adopted long-term planning as a way to demonstrate their foresight.

However, the reality is that these plans, despite the months of effort and, in some cases, millions of dollars poured into them, often turned out to be obsolete as soon as they were published.

The world moves too quickly nowadays for such rigidity. Economic gyrations, political whirlwinds, technological advancements, and competitor dynamics are just a few of the unpredictable external factors that can derail even the most carefully laid plans.

Internally, organizations face ever-changing challenges such as staff turnover, shifts in funding, changes in leadership, and swings in capacity cycles. These are realities that no five-year plan can accurately account for, rendering it a relic of a bygone era.

The case for a one-year nonprofit strategic plan

Given the inherent unpredictability of the future, it makes far more sense to focus nonprofit strategic planning efforts on a one-year horizon. A well-crafted one-year plan, aligned with long-term vision statements, “north star” goals, and cornerstone objectives, provides the flexibility needed to navigate the uncertainties of the modern world.

A one-year plan isn’t about abandoning long-term thinking. Rather, it’s about being practical and realistic. Many nonprofits struggle to meet even their one-year goals and objectives, often because circumstances and situations change, people leave, funding short falls suddenly occur, board desires change, or their strategic plans simply end up sitting in a folder, forgotten and gathering dust.

Engagement and accountability

One of the critical advantages of a one-year plan is that it keeps the organization’s leadership engaged and accountable. The goals feel obtainable. People can see the end zone. When a plan is updated monthly by staff and reviewed regularly by the board or by a dedicated committee, it stays at the forefront of everyone’s mind. This regular review process ensures that the plan remains relevant, and adjustments can be made in real-time as circumstances change.

This level of engagement is rarely achieved with a five-year plan. Too often, long-term plans are treated as a formality, something to be created and then forgotten until it’s time for the next cycle. The result is a lack of ownership and engagement, and a plan that fails to drive the organization forward.

Cost and time efficiency

In addition to being more effective, one-year plans are also more cost-efficient. Developing a five-year plan may require extensive research, countless meetings, and they are often extremely expensive. The entire process is time-consuming, and the result is a document that may quickly become irrelevant.

In contrast, a one-year plan can be developed and implemented in a fraction of the time, usually in one or two days and at a fraction of the cost. This allows organizations to focus their resources on implementation and execution rather than endless planning.

It’s important to keep in mind there is also an opportunity cost associated with extensive strategic planning processes that many organizations fail to account for. Meaning, an organization needs to account for the money it’s spending on all the work the staff is doing and all the time they are spending in meetings during the strategic planning sessions instead of doing their normal jobs. This is a real cost and it should be added to the total cost an organization spends on strategic planning.

Conclusion

In a world where rapid change is the only constant, organizations need to be agile and responsive. The five-year strategic plan, once the gold standard, is now an anachronism—outdated, cumbersome, and often ineffective. They may look good on paper but often they take an inordinate amount of staff and board time, are exceedingly expensive, become stale with inaction, and have little mission impact in practice.

Instead, organizations should embrace the one-year plan with near-term achievable priorities and objectives, combined with long-term vision statements, “north star” goals, and cornerstone objectives. Then they should monitor the plan’s progress monthly, make necessary changes to stay on track, and then update the plan annually to reflect the latest business realities to ensure it remains a relevant and living document that gets executed and drives real results and impact.

Does your organization embrace a one-year nonprofit strategic plan? Let us know in the comments. 

The post Strategic Planning: What’s Better, A One-Year Or Five-Year Plan? 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.

To inspire donor generosity and loyalty year after year, you must stop sending stale thank-you letters and having hollow donor experiences, and start thinking of creative ways to go above and beyond to provide donor service and experiences that are “unexpectedly” pleasurable and memorable.

Here are 16 uncommon and practical donor relations tactics that will delight and surprise your donors:

1. Specific personalization

When sending an appeal letter, thank-you note, or email to a donor, always include a note at the bottom and say something about the impact their gift has made and something very specific about their kids, dog, family, home, job, favorite sport, hobby, alma mater, volunteer work, or latest travel adventure. Yes, writing detailed personal notes is a big investment in time, but the impact will be substantial, because very few fundraisers take the time for this level of personalization.

2. Call before sending

Immediately after dropping an appeal letter in the mail to top-tier and second-tier donors, call them to announce that an appeal will be coming in the mail. Leave a voicemail if they don’t answer. Keep the call cordial, upbeat, and 15 seconds or less. Avoid “pitching” the ask. And when sending the appeal letter, always write “Open Me!” on the outside of the envelope with the donor’s name written below. Adding a fun sticker or two is also a nice added touch. Personalized envelopes are nearly impossible to throw away, and because of this, you just may see your response rates spike by 5x!

3. Next level thank-you calls

After any fundraising event, have board members make thank-you calls. However, there is nothing more powerful than having parents of children who has benefited from a program make calls to donors thanking them for their donations and sharing the impact your programs have had on their children. Many parents will be honored to help. Create a short, powerful, well-written script that callers can use as a guide, but allow the callers freedom to go off script and just express their gratitude. After using this tactic, you’ll be surprised how many donors will thank YOU for the call.

4. Surprise recognition

Occasionally, surprise your donors with public recognition. This could be through social media shout outs, featured donor spotlights, or even personalized acknowledgment at events. You may want to acknowledge them on a wall at your facility for a month. This unexpected recognition adds a delightful element to a donor’s experience and makes them feel valued and appreciated – and they won’t forget it.

5. Exclusive access

Offer selected donors exclusive access to behind-the-scenes content, events, construction, or updates. Providing a sneak peek into the inner workings of your organization fosters a sense of inclusion and importance. You may want to offer free (and unexpected) tickets to some of your mid-level donors so they can invite friends to your gala or salon event. This perk is usually reserved for top-tier donors, but this could be just thing that turns a mid-tier donor into a top-tier donor.

6. Event greetings

At your next gala or salon event have your board members make an effort to walk around and greet donors in ways they never expected. To spark conversation, have different questions on board members’ name tags such as “Ask me about our new kid’s program, Jumpstart.” Have board members and beneficiaries of your programs act as greeters (if appropriate) when guests arrive and thank them when they leave.

Better yet, if appropriate, seat one beneficiary at each donor table, or at least, have them walk around and introduce themselves and share a story. This may require a chaperone. Some of this needs to be practiced ahead of time, but the impact will surely be unexpected and make a lasting impact.

7. Personalized video messages

Record short, heartfelt, and fun video messages from your team members expressing gratitude to donors for the impact their gifts have made. This personalized touch adds a human element and shows donors the faces behind the cause.

8. Name a celestial star or adopt an animal

Provide donors with a unique experience by naming a celestial star after them or adopting an animal in their honor. This symbolic gesture connects their generosity with something tangible and special.

9. Customized artwork

Collaborate with local artists to create custom artwork inspired by your cause. Send donors a one-of-a-kind piece that represents the impact of their contributions.

10. Virtual Q&A session

Host a virtual Q&A session where donors can interact directly with the beneficiaries of your cause. This real-time connection allows donors to witness the direct impact of their support. This works well if you have adult beneficiaries, or your programming takes place in faraway places like a rural town, or the Galapagos.

11. Recipe book of gratitude

Compile a recipe book featuring favorite dishes from your team. Share the cookbook with donors, combining the joy of giving with the joy of sharing delicious recipes. Contributors can also be volunteers, beneficiaries, and even donors.

12. Personalized playlist

Curate a playlist of songs that symbolize gratitude and appreciation. Share the playlist with donors and let them experience the emotion through music. This works exceptionally well for organizations like symphonies, but it can work well for any organization.

13. Exclusive virtual tour

Provide donors with an exclusive virtual tour of your organization’s facilities. This behind-the-scenes glimpse offers transparency and a deeper understanding of your operations. A great videographer can make this very powerful. The use of drones can provide amazing aerial footage, giving viewers a unique perspective of your land, facilities, and programming.

14. Time capsule of impact

Create a digital time capsule showcasing the milestones and impact achieved through donor contributions. Share this unique compilation as a testament to their lasting impact. This can be done in a format combination of video, photography, and memorabilia.

15. Mystery thank-you packages

Send donors a mystery package containing a curated selection of items related to your cause. This element of surprise adds excitement and intrigue to the appreciation process. Even sending something as inexpensive as a gourmet chocolate bar can make a delicious and lasting impression – and it will!

16. Interactive donor wall

Develop an interactive online donor wall where donors can leave messages and see the collective impact of their contributions. This virtual space fosters a sense of community among supporters. A donor experience like this will take time, effort and technical know-how, but if you have a graphic artist wizard, it could be just the thing that shows that you’re willing to go above and beyond to make the donor’s experience unforgettable.

Final thoughts

Expressing gratitude and thanks to donors is an art, and a touch of creativity can make the experience truly memorable. Many organizations are satisfied sending bland and uninspiring thank-you letters.

To differentiate your nonprofit in this fierce fundraising environment, don’t settle for the simple and bland when it comes to donor relations. Stand out. Always go above and beyond. Provide concierge-level service and always be thinking of ways to provide donor experiences that are “unexpectedly” pleasurable – no matter what you are doing with them. This will ensure your donors remain loyal and generous fans for years.

What donor relations tactics would you add to this list? 

The post Next Level Donor Relations: Make The Experience “Unexpectedly Pleasurable” appeared first on Bloomerang.

Here are 6 compelling reasons why you should look beyond your region or state when searching for your next nonprofit board retreat facilitator

1. Quality experience

Watch out! More than 80 percent of board retreat facilitators have never run an organization. Looking outside your region, you may find a facilitator with many years of high-level, in-the-trenches experience. This is important because they can empathize with where you are because they’ve been where you are. They know firsthand the hardships of engaging board members, raising money, and building capacity. And they can share stories and provide key insights that prove invaluable because they can draw from the successes and perils of their leadership experience.

2. Fees

You may think you’d have to pay a premium for an out-of-state facilitator. That’s not necessarily the case. Many facilitators adjust fees so they can compete with local facilitators. And many facilitators adjust their fees based on the budget size of an organization, number of hours, and number of people attending the retreat. So, if you want to have a fun, memorable, and high-impact retreat, search the country for the best, because there’s no need to be pennywise and dollar foolish.

3. Specialized knowledge

Depending on the purpose of your retreat, you may benefit from a facilitator with specific expertise. You may need expertise in the area of succession planning, running a capital campaign, or expansion. Or, you may need expertise in a specific industry such as healthcare, hunger relief, or the environment. Hiring someone from outside your region allows you to tap into a broader pool of facilitators with diverse knowledge and skills tailored to your organization’s needs.

4. Expertise in facilitation

No one wants to sit through a retreat led by a boring facilitator. And we’ve all taken part in retreats where the day was steamrolled by strong personalities. It may be worth your while to look beyond state lines to find a facilitator who will confidently take you on a journey of exploration, education, and discussion. You’ll want to look for someone who knows how to control hijackers, manage disputes, give everyone a voice, create buy-in, and keep things on track. This level of expertise can be instrumental in achieving your retreat goals.

5. Fresh perspective

When you hire a facilitator from outside your region, you bring a fresh perspective into the boardroom. An external facilitator isn’t burdened by the local politics, history, or biases that may exist within your organization, or in the community. They can provide an unbiased viewpoint and innovative ideas that might not have been considered otherwise.

6. Objectivity

An external facilitator has no vested interest in the outcomes of your board’s decisions. This objectivity can be a tremendous asset during discussions on sensitive topics. They can help keep the focus on the organization’s mission, goals, and outcomes rather than personal or local agendas. Sometimes local facilitators personally know board members, which can skew or taint outcomes when touchy topics pop up.

Conclusion

Nonprofit board retreats are an invaluable tool for strengthening an organization’s leadership and achieving its mission. By hiring an external nonprofit board retreat facilitator from outside your region, you may be able to unlock a wealth of benefits and specialized knowledge—all at a fee that’s competitive (or better) than that of a local facilitator. 

In a world where nonprofit organizations face complex challenges with limited resources, finding the best, not most convenient or least expensive retreat facilitator, can be a strategic decision that pays dividends in the form of more effective leadership and a greater ability to make a positive impact on the world through your noble mission.

What are things you look for in a nonprofit board retreat facilitator? 

About the author

Tom Iselin is the president of First Things First, a business specializing in board retreats, strategic planning, fundraising, and executive coaching. He has built eight sector-leading nonprofits and written six books.

To learn more, visit: Best Board Retreats | First Things First Homepage | tomiselin@gmail.com | 858.888.2278

The post 6 Reasons Why You Should Broaden Your Search For Your Next Nonprofit Board Retreat Facilitator appeared first on Bloomerang.

The art of writing letters, and writing in general, has fallen by the way­side. We live in a world of smart phones, emails, text messages, Zoom, and LinkedIn. Handwriting feels foreign to most of us. When we do write, our sentences are chock-full of acronyms and errors, and our penman­ship is atrocious. We dodge opportunities to write whenever we can, though we never cease to smile when we open our mailboxes and dis­cover a handwritten letter addressed to us.

Writing is a skill learned early in life, and most of us disliked writing and grammar classes as much as we disliked eating vegetables. Our distaste for writing followed us into adulthood because we still suffer from the same writing inadequacies we had in childhood. We suffer writer’s block. We struggle to organize thoughts. We spell poorly, and we know less grammar and sentence structure now than when we played tetherball. It’s all very humbling.

Why is good writing important?

Good writing, and I mean good writing, should be a top priority at your nonprofit because good writing is a tool of tremendous power, influence, and leverage. A single compelling press release might land you a national television interview that leads to 100 new donors and $100,000 in funding. A motivating flyer could inspire dozens of people to volunteer for your new program, and a per­suasive letter to a senator might inspire new legislation.

The nonprofit world swims in an ocean of written documents. There are annual reports, grant applications, website pages, blogs, appeal letters, policy docu­ments, procedure manuals, thank you notes, press releases, program reports, research papers, legal documents, advertising copy, board orientation documents, promotional material, and much more.

Each of these communication vehicles influences its readers in some way. Each will make positive or negative impressions on a reader about the nonprofit, the person who wrote the material, and the concept or ideas expressed in the material. The result could mean the difference between whether or not a nonprofit receives a major grant, acquires a new donor, or secures a key partnership.

Good writing often goes unnoticed, but poor writing doesn’t. It can cre­ate lasting, negative impressions. Most people will forgive an occasional grammar or spelling error, but writing letter after letter and document after document littered with spelling errors, grammatical mistakes, and choppy sentence flow will dilute the credibility of a writer—and a nonprofit. Not good.

You may have only one chance to make a good impression, so you want to make each impression, especially a written impression, the best it can be. To do that, you need to value quality writing as much as you value quality programming, and you need to adopt a culture of quality writing as early in your lifecycle as possible to harness its power and influence.

Case Study: The lost art of writing

One of the organizations I ran, Sun Valley Adaptive Sports (SVAS), once excelled in shoddy writing. The found­ing administration put little time or effort into the written word, and it showed. There was no letterhead or style guide. Donors received poorly formatted appeal letters. Typos and grammatical errors were common in grants and corporate documents, and the copy written in brochures and on the website was dry and lifeless.

Had SVAS written about the good work they were doing in a compel­ling, professional manner, it may have been able to raise more money, secure more media coverage, attract more volunteers, and establish more business partnerships. Instead, the quality of writing was so poor and made so many negative impressions, it turned some people away from SVAS to more “professional” nonprofits in the area.

One of the first major to-dos the staff tackled after I took the helm at SVAS was evaluating corporate documents and marketing literature. The goal was to review each document and separate the poorly written ones from those of acceptable quality. After reviewing more than 200 docu­ments, I’d say we tossed 90 percent into the dumpster and the remaining 10 percent went into a hopper to be rewritten and reformatted.

Later that week, staff started the arduous process of rewriting and refor­matting the documents we kept and creating new versions of the ones we trashed. The objective was to write compelling collat­eral material to rebuild our brand, increase public awareness, raise money, and improve donor and volunteer relations.

The first thing we did was establish a comprehensive style guide. We then wrote a new set of marketing materials, programming literature, opera­tional handbooks, and appeal letters to donors and foundations. Nothing was untouched; we even scrapped the website and built a new one.

Next, each staff member made a personal commitment to write better. They began to focus on spelling and grammar, and writing compelling, thoughtful copy. Staff also helped one another write and edit material. In fact, we created a policy stating at least three staff members had to proofread any document slated for public distribution.

It didn’t take long for SVAS to see quality writing pay off. Within six months, executives from major media companies such as CNN, NBC, and Newsweek were responding to our compelling press releases with calls to produce features about the work we were doing to rehabilitate wounded veterans.

Newspaper columnists and talk show hosts called for interviews after reading our poignant op-ed pieces. Donors commented on our thought­ful appeal letters and inspiring support material. We even received com­pliments from foundations saying the quality of our grant applications and reports were some of the best they had ever seen.

Looking back, I believe one of the important factors that catapulted SVAS to national prominence, and one of the most understated, was SVAS’ ability to write and publish all types of powerful and compelling material about our amazing programs and the impact we were having on people’s lives.

If you want to bolt past the competition, fulfill your mission, and be­come a gold standard nonprofit, you must become a master nonprofit wordsmith. The sooner in your lifecycle you make a commitment to this objective, the faster you’ll see the results you hope to achieve.

Tactics and Tips

1. Hire staff who can write

When hiring staff, I seek out candidates who write well, especially man­agers. I want a program director who can write compelling stories about the experiences of our participants. I want a volunteer coordinator who can write inspiring thank you notes, and I want a development officer who can write thoughtful appeal letters to donors.

Good writing requires good writers, and the more quality writers you have on staff—and on your board—the more opportunities you’ll have to use the power and influence of writing to accomplish your objectives.

If you’re a startup, you’re in luck. You have a chance to a hire a team of good writers from the start. During the hiring process, make the skill of writing a top requirement for all positions.

At many nonprofits, the skill of writing is an afterthought in the hiring process. If you look at the job descriptions they post, the skill of writing is usually listed toward the bottom, or it’s lumped into a general category such as “good communi­cation skills.”

That won’t cut it. The skill of writing should be toward the top of every job description you post, including those for part-time positions. You should also include the skill of writing as one of your screens through­out the hiring process.

Carefully read emails and resumés of applicants and look for telling clues. Is their writing clear and concise? Is the tone of their writing profes­sional and friendly? Do you spot spelling errors and sentence fragments? Do thoughts and ideas flow smoothly, or do they bounce around? Is the text well formatted?

If an applicant gets an interview, ask him or her to bring along a few writing samples. If you’re hiring a grant writer, request samples of grants he’s written. If you’re hiring an operations manager, request samples of strategic plans, program assessments, board reports, or other documents she’s written.

Read these documents carefully. How’s the grammar? Spelling? Thought flow? Paragraph length? Layout and design?

When applicants make it to the final round of the interviewing process, give them a topic in their area of expertise and ask them to write three short paragraphs about it. Provide them a quiet room and a time limit, say 20 minutes. We all write better when we have time to edit and mas­sage our writing, but writing on the spot, under a little pressure, is a telltale sign of someone’s writing ability.

If forced to make a decision between two final applicants, a good writ­ing sample might be the determining factor that swings your favor to one applicant over another.

2. Encourage staff to improve their writing

Let’s say you’re beyond the startup stage. You’ve been up and running for seven years and have 10 staff members. Four are poor writers, five are aver­age, and one is an excellent writer. In this situation, you would want to find ways to improve the abilities of the less skilled writers.

This is easier said than done. The topic of writing can be a touchy sub­ject because many people are insecure about their poor writing skills. They may have grown up in a grade school that didn’t emphasize writ­ing, or perhaps they were simply left-brained, science and math types.

So, if you’re going to discuss someone’s writing ability with them, be sensitive to their insecurities. I would also suggest keeping the discussion centered on improving the overall quality of writing by your nonprofit, not the poor writing skills of the person you’re talking with. Make the focus corporate, not personal.

The good news is your staff can improve the quality of their writing with a little time and effort. Start simple. Suggest staff subscribe to a daily email subscription service such as “Spelling tip of the day,” “Grammar tip of the day,” or “Writing tip of the day.” These are fun and gradual ways to improve writing skills.

You can also buy a subscription to Writer’s Digest and leave it on a table in your break room. The magazine is loaded with tips on style, tech­nique, grammar, and inspiration. The articles and sidebars are short and easy to understand.

One of the best ways to improve the writing quality of your staff is to get them to write more often. Encourage staff to take on assignments that require writing. Do you need a new brochure? How about a new page on your blog, a helpful report for the board, or a series of press releases? Does the thank you letter to donors need updating? Would volunteers benefit from a training manual?

Assign these tasks to various staff or teams of staff. If you’re fortunate to have a star writer on staff, use this person as a resource to help others improve their writing abilities as they work on their writing assignments.

Your star writer can also help fellow staff members learn how to organ­ize thoughts, write compelling stories, and write with rhythm so words glide across the page. They can share samples of their writing to illus­trate key concepts such as simplicity and clarity, and they can teach tips on editing and proofreading.

Writing is an art people can do well if they practice. Your job is to dis­cover ways to create an easy-going environment that encourages your entire staff to become better writers. If you do, the written word will become a tool of power and influence your nonprofit can use to achieve the impossible.

3. Use a professional

You may find yourself in the unfortunate position of having talented and hardworking staff with little or no ability to write compelling copy and no motivation or willingness to learn. In this case, you need to out­source important writing tasks to a professional writer.

You have many choices. Freelance writers are always looking for work and most have affordable rates. Reporters at small newspapers or online periodicals often moonlight and may offer to write at discounted rates if they believe in your cause. Colleges and vocational schools have interns that will write for free because they can earn credit. Other options in­clude professors or high school English teachers that teach writing, or one of your vol­unteers who has a writing background.

What’s most important is finding an experienced writer who can quickly and affordably create powerful and effective copy. In some cases, a written document may be your only chance to raise money from a po­tential donor, persuade a decision maker, or influence a business partner. If you don’t have good writers on staff to deliver the goods, outsource the work. Otherwise, potential opportunities will slip by one-by-one until there are none.

4. Editing: Turn gold dust into gold bullion

The best writers know there is no such thing as good writing, just good rewriting. Rewriting (editing) is often crowned as the “art” of writing and it’s usually the most time-consuming and frustrating aspect of writing.

I agree. I wrote the draft of a book in less than a month, but spent almost a year fine-tuning sentences, finding the right transitional phrases, swapping out dull words with sharp ones, and scanning for grammatical errors and typos. Editing can be a mind-numbing task and there were times I threw up my hands and said, “Why am I spending so much time on this?!”

You may not have a staff of great writers, but you may have a staff of great thinkers. An alternative to hiring a professional writer is having your staff write draft copies of your most important written material and then giving these documents to a professional editor that can transform gold dust into gold bullion.

A big advantage of taking this route is cost. Hiring an editor to edit copy is less expensive than hiring someone to write and edit copy. Plus, your staff knows your programs and operations better than anyone, so they are in the best position to write about such subjects.

Another option is to pay your star writers small bonuses for editing copy or teaching staff how to edit and polish writing. They could show staff why it’s useful to read copy slowly out loud during the editing process to listen for rhythm and spot grammatical errors. They could explain why it’s effective to sprinkle copy with quotes, anecdotes, and photographs, and why it’s important to use generous amounts of white space.

Whoever you use to write copy, make sure quality editing is a part of the process because it’s during the editing process that the real gems of what you want to say are made to shine the brightest.

5. Write compelling stories

Whether you’re writing a letter to a donor or a press release for the local newspaper or blog, you can add tremendous power and effectiveness to your writing by adding compelling stories and anecdotes.

For example, let’s say you want to write a blurb in your annual report about how your ski program enriched the lives of local children with disabili­ties during the past season. One way to do this is to list your accomplish­ments. You could display a bullet-pointed list high­lighting how the pro­gram doubled the amount of children it served, tripled the amount of time each child skied, increased the amount of one-on-one instruction, and how the program taught three children with Down syn­drome how to ski for the first time.

Pretty good, but bland. Now, imagine if you supplemented those facts with a success story about one of the children in your program, say Stu. Stu has Down syndrome, a heart condition, weak muscles, and a ten­dency to isolate himself. Stu had never attended your ski program be­cause his family is poor and his mother thought the program cost a lot of money.

Early that December, Stu’s mom bumped into one of your volunteers at the grocery store. During conversation, Stu’s mom asked about the cost of the program and the volunteer assured her the ski program was free. The next week, with encouragement from the volunteer, Stu’s mom brought Stu to one of your after-school ski clinics to see if he’d en­joy it.

By the end of the session, Stu was hooked. He joined the program and skied twice a week—all free. At the end of the season, he competed in a regional Special Olympics alpine racing event. He was a little shaky on the first run, but on the second run, Stu’s time was good enough to earn him a silver medal. (You show a picture of Stu and his glorious smile holding his silver medal above his head on the winner’s podium.)

Below the picture, you add a quote from Stu’s mom. In it, she expresses gratitude for the program and how Stu would not have been able to par­ticipate in such a program had the program not been free. You end the story with a “kicker” stating how much time Stu has been spending in the gym lifting weights and training, because his new dream is to win a medal at next year’s national Special Olympics alpine event.

Which was more compelling, the list of facts, or the story with the photo? Stories are powerful and persuasive vehicles that can bring your mission to life in the hearts and minds of all types of supporters.

Write more success stories of the great work you’re doing. Write them in a compelling manner, accompanied by captivating photos, and distribute them through a variety of media channels. It’s one of the simplest things you can do to motivate others to join and support your mission.

Takeaways

Your volunteer coordinator writes training manuals. Your board secre­tary writes fundraising invitations. Your marketing coordinator writes ad copy. Your board members write thank you letters, and your chief exec­utive writes partnership proposals. Everyone at your nonprofit has his or her hand in the writing jar.

Dull, choppy, and sloppy writing will smudge your image, taint your brand, and create negative impressions that steer people away from your nonprofit. Sharp, smooth, and clean writing will create positive, lasting impressions that draw people to your nonprofit.

If you want to separate yourself from the thousands of ordinary non­profits fumbling about, it’s important you realize, and put into practice, the power of quality writing and the ability it has to shape images, raise money, inspire people, and influence opinion.

Start by making quality writing a top priority at your nonprofit. Create standards and guidelines for quality writing and then set up structures to facilitate quality writing among staff.

Encourage staff to write compel­ling and persuasive text and give them the time to edit, massage, and rewrite documents. When hiring staff, make the skill of writing a pri­mary job qualification. If you lack a team of good writers, outsource the work to professionals, or at least outsource the editing portions.

Quality writing is one of the secrets of success that flies under the radar of most nonprofit leaders. Don’t miss this opportunity. Push quality writing to the forefront of your strategic to do list as early in your lifecycle as possible. If you do, you’ll stand out from your competitors like a bestselling hardcover stands out against a secondhand book col­lecting dust on a discount rack.

The post 5 Tips And Tactics To Become A Master Nonprofit Wordsmith appeared first on Bloomerang.

At a minimum, it states they will attend meetings, volunteer at events and programs, make a financial gift, support the fundraising efforts of the organization, take part in strategic planning sessions, and be an ambassador of the cause around town.

We believe them. We trust them . . . so we nominate them, orientate them, applaud their approval, toast to their joining, announce their arrival to our supporters in a newsletter, and give them everything they need to be engaged, high-impact board members.

All is good—for a while. But then, there’s always “that one.” For them, the shiny façade of board membership begins to fade and the member’s true colors start to emerge. Nice Dr. Jekyll turns into ghoulish Mr. Hyde. Sometimes they are conversation hijackers, or meeting dominators, or they steamroll anyone who dares to challenge them.

They can be defensive, divisive, disrespectful, unreasonable, or discourteous. They can have huge egos and personalities that make it difficult to work with them. They are disruptive to board work. They erode culture.

Some board members aren’t difficult or disruptive, they’re just disengaged. They think nothing of blowing off meetings, showing up late to events, making a token donation (or none at all), and ignoring emails. They’re quick to say board members are “volunteers” and that all the work should be done by staff because staff is paid to do the work. They require constant prodding and provide little value. We wonder, “Why is this person even on the board?”

We’ve all had to work with difficult board members, but how do you manage them?

Well, it’s not easy and you must handle it delicately. Here are a few things you can do to deal with difficult or disengaged board members:

1. Rally other board members (hopefully a board majority) to champion your efforts to deal with the board member. Call a private meeting, have a conference call, or a Zoom call to discuss a plan of action.

2. Develop and execute a simple “accountability policy” to address the board member’s actions and behaviors. This policy should follow a very specific process. For example, a disruptive board member might first get a call from the board chair. For a second offense, they might receive a letter from the executive committee. For the third offense, they might have to meet with the executive committee. For the fourth offense, the board chair might ask the member to resign — gracefully, of course.

Or, for board members who are disengaged but not disruptive, the board chair might offer the member a chance to migrate to a different role (e.g., committee member, advisory board, honorary board, or program volunteer).

3. Whether you ask a member to resign or migrate to a different role, you want to manage the process and conversations tactfully and graciously. Remember, your brand is at stake. If a board member leaves pissed off, they might start spreading rumors about how horrible your board and organization is. Not good.

If someone is asked to resign and does, you may want to have a farewell party, or acknowledge them for their service in some special way. A little validation will go a long way toward goodwill once they’re gone, or if they move into a different role.

Here are few things you can do before nominating a board member to lower the risk of difficult behavior:

1. Have a “detailed” roles and responsibilities agreement. It should clearly outline participation requirements, obligations, and expectations of work, responsibilities, behavior, and attitudes. Review the agreement with the board member before they sign it. Have all board members review and sign the agreement each year.
2. Conduct due diligence on board members before nominating them. Make reference calls to other boards they’ve served on. Call people who have worked with the nominee.
3. Have a policy that requires board members to volunteer for 4 to 6 months before their full nomination goes to the board for a vote. This way, you can see how “authentically” passionate they are about the mission, and observe their actions, behavior, and character.
4. Have an accountability policy (see above) that outlines exactly what actions the board will take if a board member is not fulfilling his or her roles and responsibilities, or if they are disruptive, discourteous, or disrespectful. This policy, like your roles and responsibilities agreement, should be read and signed by each board member before they are nominated, and again every year by all board members.

Final Thoughts

Keep in mind, good behavior begets good behavior. On my boards, we don’t tolerate discourteous, disrespectful, or disengaged board members.

It doesn’t matter how long the board member has been a member, or how much money they’ve donated, or how many hours they’ve volunteered. We have a zero tolerance policy. It’s part of our culture. And because of this, my boards are high-performing boards that are engaged, effective, and still have fun!

Your star board members are too busy doing noble work to get sidetracked by these issues.

Therefore, I urge you to stand strong and do what is right, not what is convenient or easy. Rally your champions and start taking action today! The work you’re doing is too important not to.

BONUS: Free Accountability Policy Template

I’ll happily send you an Accountability Policy template. Simply send an email to tomiselin@gmail.com and include your contact info. Put “Accountability Policy” in the subject line.

The post Don’t Wait: 3 Tips To Deal With Difficult Or Disengaged Board Members appeared first on Bloomerang.

Have you ever sat through a strategic planning session and spent most of the time watching the clock, daydreaming, and checking texts? Did the facilitator waste most of the day wordsmithing your mission statement and conducting a SWOT analysis? Were they unengaging? Did the sessions fall far short of your expectations? Did the resulting plan collect dust in a file because it was never seen again? Did the outcomes of the day grow stale and ultimately have little impact on your organization?

If you answered “yes” to any of these questions, it’s time to find a new facilitator. But how do you choose? What follows is a checklist of attributes you can use when scouting for the “best” strategic planning facilitator. 

1. In-the-Trenches Experience

Watch out! More than 60 percent of nonprofit strategic planning consultants and facilitators have never run a nonprofit. The best facilitators have started or run multiple nonprofits. They can empathize with where you are because they’ve been where you are. They know firsthand the hardships of raising money, working with unruly board members, and managing expansion. And they provide insights on key issues that can prove invaluable because they can draw from the successes and perils of their in-the-trenches experience.

2. Credibility

If a facilitator does good work, people will happily sing their praises. The best facilitators have dozens of written and video testimonials on their websites. They will have long lists of clients and references. They often have books, blogs, and podcasts. If you visit a prospective facilitator’s site and it looks like a messy kitchen and lists only a few testimonials, or worse yet, no testimonials . . . run! 

3. Results-Driven

It’s fair to expect exceptional service and outcomes from a facilitator. And why not . . . you’re paying good money! You want to hire a facilitator who is as passionate about your success as you and your team are. Look for someone with a record of going above and beyond, and exceeding expectations (watch video testimonials and call references). In the end, your board and staff should feel refreshed, inspired, and unified. Most importantly, you should leave with a clearly defined roadmap of priorities and a direction that will take your organization to the next level of performance and impact so your mission can soar!

4. Avoids Old-School Tactics

If you’ve sat through a strategic planning session where the facilitator wasted hours asking basic questions about your organization, conducting a SWOT analysis, or wordsmithing a mission statement, you know what a HUGE waste of time it is. The best facilitators use pre-retreat exercises that manage time-consuming processes like these. This means more time—much more—can be spent during the planning session to discuss strategy and the big issues at hand.

5. Inspirational and Exceptional Communicator

No one wants to listen to a stoic facilitator pontificate behind a lectern reading lame PowerPoint slides. Yuck! The best facilitators are professional, intentional, and practical, but that doesn’t mean they are dull. Look for a facilitator who is enthusiastic, high-energy, motivating, a master storyteller, and uses tactics to make the process fun, meaningful, and memorable. They will also incorporate team-building exercises to break up the day with some laughs and build relationships.

6. Facilitates and Engages with Confidence

We’ve all taken part in strategic planning sessions where the day was steamrolled by strong personalities. It’s maddening! Strategic planning should be a democratic process, not an autocracy. The best facilitators will confidently take you on a journey of exploration, education, discussion, and action planning. Look for a facilitator who uses tactics to control hijackers, manage disputes, give everyone a voice, create buy-in, and build consensus. They will also have people up and moving around doing thoughtful, interactive exercises, usually in small groups to facilitate discussion and collaboration. 

7. Asks the Right Questions

Anyone can ask standard questions that will lead to a set of priorities, goals, objectives, and action plans. What distinguishes the best facilitators from average ones is knowing the right questions to ask at the right moment to yield outstanding results. They don’t a follow a script. Ascertaining this is difficult when interviewing a facilitator, but you can glean insights from former clients, which is why you want to watch testimonial videos and call references. The whole process is an art and the best facilitators are master artists.

8. Uses a Comprehensive Assessment Process

The best facilitators spend a lot time collecting information before the planning session. They use online surveys, analyze fundraising metrics, review marketing collateral, assess culture, and review key indicators from every functional area of an organization. They will make calls to select board members and staff, and solicit feedback from stakeholders and beneficiaries. If a facilitator lacks a comprehensive process for collecting, analyzing, and presenting key information about an organization, move on to the next candidate.

9. Offers Accountability and Management Tools

Why spend a bunch of money for a roadmap of success if it sits in a file and collects dust? The best strategic planning facilitator provides an implementation plan and on-going support services. This includes an accountability process to ensure the people overseeing the execution of the plan get things done on time. Facilitators should also provide a custom management tool (dashboard) to manage the details of the action plans . . . and make sure it’s not some cheesy Word document that squishes all the actions plans into a few columns.

What’s Next?

There are hundreds of facilitators out there. If you’re in the hunt for one of the best, it would be a privilege to learn more about your organization and the aspirations you hope to achieve as you work to propel your noble mission. Jot me an email to set up a meet-and-greet call.

The post Finding the Best Strategic Planning Facilitator for Your Nonprofit: 9 Key Things to Look For appeared first on Bloomerang.