Unmasking the myths

Myth 1: “Too much process and structure make us feel too much like a business.”

Truth 1: Embracing efficiency in board engagement

Some people think that having too many rules and plans makes our board feel too much like a business. But the truth is, being organized and efficient is crucial for us to achieve our goals. Let’s focus on the benefits of being structured and efficient in our work.

Myth 2: “Boards are either micromanaging or disengaged. There is no in between.”

Truth 2: Board enlightenment through education

Some think boards are either too involved or not involved at all. But we can find a balance through education and training. Board members need to understand their roles better to work together just right—neither too much nor too little.

Myth 3: “You just need to have board members sign an expectations document in order for them to follow through with the items on that list.”

Truth 3: Moving beyond document signatures for board commitment

Some believe that if board members sign a paper, they’re committed. But it’s not just about signatures; we need a solid plan to make sure everyone actively contributes. Let’s challenge the idea that signing a document is enough.

Navigating the realities

These misunderstandings can waste a lot of time and energy, making leaders feel alone and overwhelmed. Instead of trying to bring in new board members, which has its own issues, what we really need is a change in how we manage our boards.

The paradigm shift: Deep board engagement

Working with our board is not just about getting approval; it’s about building partnerships. If we mix up approval with partnership, it can cause confusion and problems. Let’s understand this shift so we can manage our board better.

Building deep relationships: Strategic approaches

1. Standing meeting with your board chair: Regular, scheduled meetings help keep communication open.
2. Utilize your executive committee: Use the expertise of the executive committee for making decisions and planning.
3. Identify board champions: Recognize and empower members who can lead specific projects.

Understanding how to work with board members in these different ways allows for better relationships and involvement in the areas that really matter. Deep connections don’t mean spending lots of hours; it’s about focusing strategically.

“When you called and asked me to do something, I didn’t want to disappoint you.” – Joe Q. (Previous Board Member)

This quote shows the heart of effective board management—inspiring a shared journey where members willingly contribute. By clearing up myths and embracing truths, we pave the way for an engaged and committed board, ensuring success for the organization.

Closing the chapter on board engagement myths

As we finish our journey through the maze of board engagement myths and truths, it’s clear that understanding and adapting our approach can lead to good outcomes. By clearing away misunderstandings, we pave the way for clearer communication, collaboration, and commitment within our boards. Remember, building deep relationships and strategic engagement doesn’t require complexity; it’s about finding the right balance. As we move forward, let’s hold onto the wisdom gained and embrace the potential for positive change in how we manage and work with our invaluable board members. Together, we can create a culture of genuine partnership and shared success.

You can follow me on Instagram and other social media platforms: Facebook, YouTube, LinkedIn, Pinterest. You can also visit my website at www.supportingworldhope.com.

What board engagement myths would you add to this list? Let us know in the comments.

The post Board Engagement: Dispelling Myths And Embracing Transformative Truths appeared first on Bloomerang.

Nurturing nonprofit relationships

Effective nonprofit management is anchored in building and nurturing relationships with board members. By recognizing and addressing their unique requirements, you create an environment in which they feel valued and invested in your organization’s mission.

These 5 strategies underscore the significance of personalized board engagement

1. Acknowledging efforts: Expressing appreciation and value

Board members within your nonprofit seek validation for their contributions, much like individuals in personal relationships. As a nonprofit CEO, openly expressing gratitude and acknowledging their efforts, whether through formal meetings or personal messages, demonstrates your recognition of their significance. This understanding of their dedication resonates with their desire for appreciation.

Action step: “Board Buzz” for more active participation

To put this idea into action, think about using the “Board Buzz” email plan. This means sending out regular emails each week that are specially made to say “thank you” and recognize the board members for taking an active role. These emails work as reminders, pointing out their important role in meetings, how they represent the organization well, and how they help the CEO. This focused effort to say “thank you” makes them feel important and motivated, especially if they like hearing kind words.

The “Board Buzz” plan doesn’t stop at just emails – it also spreads through important news releases. These public statements celebrate and highlight their involvement, making their dedication clear and showing how much they mean to the organization.

Highlighting the annual banquet: Cheers and praise

A big part of acknowledging efforts happens at the yearly banquet. The awards given out at this event really emphasize this way of showing appreciation. The public recognition, the cheers, and the praise all fit perfectly with expressing appreciation and value. When board members get their awards, the words spoken to honor them show genuine appreciation and celebrate all their hard work. This makes the banquet a powerful example of acknowledging efforts in action.

Calendar as a symbol: A real reminder

To build on the idea of acknowledging efforts, you can use a detailed calendar to show your appreciation. This special calendar isn’t just for marking dates; it carefully notes important days like board members’ birthdays. By paying close attention to these special occasions, you create a lasting memory of appreciation and recognition. This calendar isn’t just about planning – it creates a deep feeling of being part of something important and encourages even more dedication to your nonprofit’s noble mission.

2. Building bonds: Fostering strong connections through meaningful interaction

In the world of nonprofits, cultivating personal connections means a lot. It’s about having important conversations and building connections that make the board feel like a close team. Think about organizing board retreats, workshops, or fun team-building events. These activities let board members have open talks, share ideas, and become better friends. This principle is all about showing that their presence matters, and it makes the board feel even more like a united group.

Action step: Personal connections for stronger engagement

You can make the board feel more involved by spending time with them outside of regular meetings. Try meeting with officers each month, your board champion weekly, and other board members once a year. This shows that you really care about getting to know them. These meetings do a few important things:

• Building relationships: They’re a chance to talk more deeply and make personal connections.
• Getting to know each other: You can understand their views better and appreciate their ideas.
• Open chats and advice: Encouraging small groups or one-on-one talks gives a chance for important ideas and suggestions.

When you have these kinds of interactions, it makes board members feel special and part of the team. This way of engaging aligns seamlessly with the use of detailed calendars, helping them plan their important roles in the organization.

Making the annual banquet even more special

The yearly banquet is another way to get face-to-face time with board members. It’s a time for board members to come together with their peers, families, and supporters. This shared experience helps them feel even closer and reminds them of their strong commitment to the nonprofit’s mission.

3. Supporting growth: Strengthening through effective guidance and action

Beyond symbolic gestures, providing support is crucial to enhancing board members’ performance. This means giving them tools, training, and useful advice, so they become good at what they do. When leaders also get involved in solving problems and making things easier, it shows how much they care about the board’s success.

Action steps: Honoring commitment and recognition

Incorporating the concept of support is exemplified by adding a special moment to the yearly banquet. This event, designed to celebrate board members, now includes a powerful part where a judge swears them in. This isn’t just a formality – it shows they’re serious about the organization’s mission and want to help the community.

You can also expand this framework by giving out special awards, tokens, or personal acknowledgments during the annual banquet. These meaningful gifts say “thank you” in a big way. These physical reminders stay with them, showing how much you appreciate their hard work.

These tokens serve as lasting reminders of their hard work, reinforcing their engagement, making board members feel even more connected and committed to the organization’s mission.

Taking it further: Boosting empowerment through calendars

You can also use calendars to support growth. Make a detailed calendar to help board members plan and take part in important occasions. This tool helps them do their roles well, showing how much they mean to the organization and their role as board members. It’s a way to really support them and make sure they stay involved.

4. Symbolizing value: Appreciation in action

In the world of nonprofits, symbolic acts of appreciation carry profound significance. These actions show how much they value the important work board members do. These gestures say that the hard work they put in matters a great deal and deserves more than just words.

Action step: A token of thanks – ‘Certificate of Board Membership’

Expressing appreciation takes the form of presenting board members with a ‘Certificate of Board Membership.’ This paper is a heartfelt thank you that they can proudly hang in their office. It’s a reminder of the important things they’ve done and how much their role matters. It will also communicate their affiliation with your organization to others who visit their office.  

The annual banquet – A big thank you

Making this idea even bigger, giving out awards or gifts at the yearly banquet truly embodys the concept of appreciation. These actual items you give them show that their efforts are really valued. These physical gifts become lasting symbols of thanks, showing how much they appreciate what board members do. The banquet turns into a special time to say thanks in a big, tangible way to each important board member.

5. Fostering emotional connection: Creating a supportive environment

In a professional setting, fostering emotional bonds is about creating a warm and welcoming atmosphere. CEOs are vital in making sure that board meetings and events focus on being respectful, listening actively, and building trust. This emotional connection makes everyone feel like they truly belong and emphasizes each board member’s important part in furthering the nonprofit’s mission.

Action step: Calendar for everyone

To get everyone involved, a calendar can represent the concept of emotional connection. By highlighting fundraising events, board training, and volunteer opportunities, the calendar makes everyone feel included and part of the team. In this collective effort, board members join together, working in harmony towards a shared goal.

Connecting emotionally through social gatherings and moments

Gatherings like banquets bring people emotionally closer. Talking, sharing stories, and being together make everyone feel like a close-knit group. This feeling fits well when you’re focusing on emotional connection, making the bond among board members stronger and showing their shared dedication to the nonprofit’s mission.

Inviting your board members to discover their engagement preferences

Nonprofit CEOs have a great way to strengthen their bond with the board. An impactful strategy involves inviting board members to explore their preferred engagement styles. This helps CEOs know how board members like to show and receive appreciation. CEOs can then adjust how they talk, share info, and involve the board. This idea is at the core of good board management – respecting each member’s unique needs.

Conclusion

Implementing these principles of personalized engagement reinforces board commitment and organizational success. Through tailored acknowledgments, fostering connections, providing support, symbolizing appreciation, and cultivating emotional bonds, nonprofit CEOs empower their board members. By embracing these strategies, your organization can embark on a path toward unity, effectiveness, and profound impact.

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Here are 5 qualities that make someone a successful nonprofit board member

1. Commitment to the organization

Successful board members demonstrate a genuine commitment to the nonprofit’s mission and the clients it serves. They prioritize attending meetings, actively participate in discussions, and take an active role in decision-making processes. By dedicating their time and expertise, they contribute to the organization’s growth and development. Successful board members also make an effort to be well-informed about the organization’s mission, services, policies, and programs. They continuously seek knowledge about the nonprofit’s work and stay updated on developments in the relevant fields. This commitment to staying informed allows board members to make their own informed decisions and provide valuable insights.

2. Personal financial contribution

 Successful nonprofit board members lead by example by making a personal financial contribution to the nonprofit. Before asking others to contribute, they confirm their dedication by pledging and paying an annual contribution. By making this financial commitment, they demonstrate their belief in the organization’s mission and values. Additionally, they actively participate in fundraising and resource development efforts. They make thank you calls to donors, bring colleagues and friends to fundraising events, and host friendraising events in their homes. Successful board members actively engage in cultivating relationships with potential donors and help secure in-kind contributions. By actively participating in fundraising activities, they support the financial sustainability of the organization and inspire others to contribute.

3. Ethical conduct and confidentiality

Successful board members always have the organization’s best interests in mind and avoid conflicts of interest. They adhere to the duty of loyalty, meaning they act in the best interests of the organization and do not use their position for personal gain. They maintain confidentiality of board deliberations and publicly support board decisions, even if they may have disagreed. Board members should follow conflict of interest and confidentiality policies, signing statements annually and excusing themselves from discussions and votes where they have a conflict of interest. By upholding these ethical standards, successful board members foster trust and ensure the organization’s integrity.

4. Active engagement and leadership

Successful board members actively engage with the organization beyond board meetings. They serve on committees, offer to take on special assignments, and take leadership roles when necessary. They attend and actively participate in the annual board retreat and strategic planning workshops. By actively participating in committee work and special assignments, they share the workload and contribute their expertise to the organization’s initiatives. Additionally, successful board members inform others about the nonprofit, acting as goodwill ambassadors. They make presentations at community venues, personally contact friends and businesses to support the nonprofit, and share relevant information with their networks.

5. Fulfillment of legal responsibilities

Successful board members understand and fulfill their legal responsibilities. They meet the duty of care by making informed decisions and exercising reasonable care in their stewardship of the organization. They meet the duty of loyalty by acting in the best interests of the organization, avoiding personal gain, and being faithful to the mission. They meet the duty of obedience by ensuring their actions align with the organization’s central goals, obeying the law, and adhering to the organization’s internal rules and regulations. By fulfilling these legal responsibilities, successful board members protect the organization’s reputation and build public trust.

Summary

Being a successful nonprofit board member requires a combination of personal qualities, commitment, and fulfillment of legal responsibilities. By demonstrating a commitment to the organization, making personal financial contributions, actively participating in decision-making processes, and upholding ethical conduct, board members can make a lasting impact. Additionally, active engagement, leadership, and the fulfillment of legal responsibilities contribute to the organization’s growth, sustainability, and positive change in the community. If you are considering joining a nonprofit board, embodying these qualities will help you contribute effectively and become an integral part of the organization’s success. Together, we can create a brighter future and make a difference in the lives of those we serve.

What qualities do you think make someone a successful nonprofit board member? 

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1. Meeting attendance: Demonstrating commitment

A successful nonprofit board starts with committed board members who prioritize attending meetings and events. Board members should allocate ten hours per year for regular board meetings, where they actively participate in discussions, provide input, and make informed decisions. Additionally, they should dedicate eight hours to special events and fundraisers, showing their support and engaging with donors and stakeholders. Committing 12 hours per year to committee work allows board members to contribute their expertise in specific areas of focus. Finally, attending the annual meeting for two hours is essential to staying updated on organizational achievements, challenges, and future plans.

2. Advocacy: Spreading the message

Successful board members go beyond their boardroom roles by actively advocating for the nonprofit. Investing ten hours in talking about the organization with family, friends, associates, and various groups helps raise awareness and broaden the network of potential supporters. Engaging in conversations with prospective donors and sharing the impact of the nonprofit’s work is a crucial step in building relationships and attracting vital resources. Board members can leverage their connections within business, religious, and civic communities to spread the organization’s message and increase its visibility.

3. Influence: Building relationships and partnerships

A successful nonprofit board understands the power of influence. Board members should dedicate 18 hours to convince foundations, government officials, legislators, business leaders, and community influencers that their organization is a wise investment. By sharing success stories, presenting the nonprofit’s impact and demonstrating its financial stability, board members can secure crucial support and partnerships. Building relationships with key stakeholders allows board members to advocate effectively and access resources that further the organization’s mission.

4. Reading and responding: Staying informed and engaged

Successful board members prioritize staying informed of the organization’s activities, challenges, and opportunities. Allocating 18 hours per year to read and respond to information provided by the nonprofit ensures that board members are up to date. By actively engaging with the materials and offering feedback or suggestions, they contribute to the organization’s growth and improvement. Regular communication channels should be established to facilitate the flow of information between board members and staff.

5. Planning: Strategic vision and direction

A successful nonprofit board actively participates in the organization’s planning processes. Investing eight hours to attend the annual board retreat and strategic planning workshop allows board members to contribute their insights, ideas, and expertise. By collectively defining the nonprofit’s strategic goals, objectives, and action plans, board members provide guidance and ensure alignment with the organization’s mission. The planning process strengthens the board’s connection to the organization and fosters a sense of ownership and accountability.

6. Fundraising: Leading by example

Successful board members understand the importance of fundraising and take an active role in supporting the nonprofit’s financial sustainability. Allocating 18 hours per year to fundraising activities, such as making calls, writing letters, and participating in major fundraising events, demonstrates commitment and leads by example. Board members should be willing to ask for donations themselves, as it reinforces their belief in the organization’s mission. By dedicating time and effort to fundraising, board members show their commitment and inspire others to contribute to the nonprofit’s success.

7. Becoming educated: Lifelong learning and growth

Successful board members invest in their personal and professional development to better serve the organization. Dedicate 16 hours per year to attend local boardroom training, conferences, and webinars to gain knowledge about effective board governance. By staying informed about best practices, emerging trends, and challenges in the nonprofit sector, board members can make more informed decisions and contribute to the organization’s success. Lifelong learning is essential for board members to stay relevant, provide valuable insights, and continuously improve their effectiveness in their roles.

The commitment of just 120 hours per year can make a significant difference in the success of a nonprofit organization. By attending meetings, advocating, influencing, staying informed, planning strategically, fundraising actively, and investing in education, board members play a crucial role in the organization’s growth and impact. Their dedication and active engagement contribute to building strong relationships, securing resources, and ensuring the organization’s long-term sustainability. If you are passionate about making a difference in your community, consider joining a nonprofit board and investing your time to create positive change. Together, we can achieve remarkable outcomes and transform lives.

You can follow me on Instagram, Facebook, YouTube, LinkedIn, and Pinterest. You can also visit my website at www.supportingworldhope.com.

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1. Educate Your Board on What You Need

Education is the key to getting board members to fundraise. Many board members may not understand the complexities of fundraising or how to effectively communicate the organization’s message to potential donors. It’s essential to identify knowledge gaps and provide regular training sessions to help develop these skills.

One way to do this is to incorporate training into board meetings. At least 20 minutes of the agenda should be dedicated to education and training, such as role-playing exercises, making calls to donors, or even guest facilitators. These training sessions will help board members feel more confident in their fundraising efforts and ultimately improve the organization’s fundraising outcomes.

Another way to educate board members is to provide regular updates on the organization’s progress and challenges. By sharing success stories and discussing fundraising challenges, board members will develop a deeper understanding of the organization’s needs and be more motivated to help.

2. Shift Mindset from Fundraising to Cause-Raising

Mindset is the second key to getting board members to fundraise. It’s important to help board members shift their mindset from fundraising to philanthropy. The focus should be on building relationships with donors, rather than asking for donations. They need to understand that only 5% of fundraising is asking for money, while 60% is devoted to building relationships with donors. Approaching fundraising through a cultivation lens will help your board feel more relaxed and comfortable engaging in donor care.

Board members should also understand that philanthropy is about supporting a cause that aligns with the donor’s values and beliefs. Encouraging your board to share personal stories about why they are passionate about the organization’s mission can help potential donors connect with the organization on a more emotional level.

This same emotional connection to your mission should also be present in building your board. When it comes to board recruitment, it’s important to avoid a scarcity mindset. Instead of worrying about how to replace board members, the focus should be on finding individuals who are passionate about the organization’s mission and willing to contribute their time and resources to help the organization succeed.

3. An Engaged Board Does More

Engagement is the third key to getting board members to fundraise. Engaged board members are motivated and committed to the organization’s mission, and they are willing to go above and beyond to help.

To engage board members, it’s important to find out what they are passionate about and the skills they bring to the table. For example, if a board member is a marketing expert, they could help develop a fundraising campaign or create marketing materials to promote the organization’s mission.

It’s also important to keep board members informed and engaged in the organization’s activities. Regular updates, newsletters, and invitations to attend events can help board members feel connected to the organization and motivated to contribute to its success. Storytelling is a great way to reinforce an emotional connection with your mission. Make sure your board is invited to hear first hand from those impacted by your work.

4. Don’t Forget the Recognition

Like donors, it’s essential to recognize and appreciate board members’ contributions. Recognition is the final, but critical, key to getting board members to fundraise. Celebrating their successes and thanking them for their efforts reinforces the value of their contributions and keeps them motivated to do more to support the organization.

In conclusion, getting board members to fundraise requires a multi-faceted approach that includes education, mindset, engagement, and recognition. By providing regular training, helping board members shift their mindset from fundraising to philanthropy, and engaging them in meaningful ways with continuous gratitude, nonprofit organizations can leverage the power of their board members to achieve fundraising success and fuel their missions.

Sabrina Walker Hernandez, President & CEO, Supporting World Hope

You can follow me on Instagram and other social media platforms: Facebook, YouTube, LinkedIn, Pinterest. You can also visit my website at www.supportingworldhope.com.

The post Four Ways To Get Your Board Members to Fundraise for Your Nonprofit appeared first on Bloomerang.

Below I’ll talk about engaged boards and how you can build one.

How to build an engaged nonprofit board

1. Resource development is a partnership between your board and staff.

In resource development, one person cannot and should not be expected to play all the distinct roles that are needed for your organization to be successful.

Each member of the resource development team has an important role to play:

• The CEO or executive director (ED) is the visionary and the public “face” of the organization. Donors want to meet them because the person in charge has the power to set the vision and oversee the implementation of programs. If their vision matches the vision of the donors, then donors can feel confident that their funding will be used as they desire.
• The board members bring credibility and relationships. They’re the “force multiplier” for your organization. The CEO or ED can’t be at every meeting or event where the organization should be represented. Nor do they have the time or energy to find, meet, and cultivate everyone in the community who shares a passion for the organization’s mission. This is where board members come into play. The best board members are well regarded in the community. They are your ambassadors. By giving their time, talents, and resources, they demonstrate in a public way that the organization is vital to the community and deserves support. Successful board fundraising is about building relationships based on trust and the board exists, in large part, to bring and build those relationships. Add an effective, development-minded board of directors to an effective, development-minded CEO or ED, and you’ll find yourself with fundraising that is several times more effective than it would be otherwise.
• The development director helps coordinate all the moving parts. The development director’s role is more behind the scenes and involves preparing the board members and CEO or ED to meet with donors. It’s their job to research prospects, set up donor meetings (and occasionally attend those meetings), guide the stewardship process, and provide fundraising training and support to the board and CEO or ED. Ideally, they become familiar enough with the organization’s top donors to be able to “match-make” between donors and board members with whom they are most likely to hit it off.

2. A good board starts with good recruiting.

The process of engaging your board begins at the recruitment stage. When recruiting for or changing the board, you can’t have a scarcity mindset. How many times have you heard this: “How would we replace them? We don’t have a prospect in the pipeline.”

Remember, serving on a board of directors is a privilege and should be treated as such. Your job is to find someone who will serve on the board, not just sit on it.

The selection of board members should be based on an in-depth look at what the board as a whole needs to round out a well-balanced, highly diverse, and dedicated group of individuals. Those who are invited to join the board should bring a needed expertise or skill set. Their invitation to join the board should not be based on friendship, partnership, relations, or just because they are a “good old boy or good old gal.”

3. Accountability is essential.

Board members must have a clear understanding of what’s expected of them. This should be discussed at the recruitment stage and further solidified during board orientation.

The orientation is the critical next step in nonprofit board engagement. During the orientation, board members should sign a statement of expectations or agreement that makes their responsibilities clear. Meeting attendance, fundraising requirements, committee participation, and personal giving should all be addressed during orientation.

Next, make sure board members receive feedback on their performance; this can help them improve their performance and make sure they’re meeting your organization’s needs. Sometimes the knowledge that performance is being monitored and shared can spur a change in behavior.

This can be as simple including something like this in their packet:

• A board attendance tracking spreadsheet. This document should have each board member’s name and their ongoing attendance record for the year.
• A spreadsheet that tracks the board’s agreed upon give and get policy. This spreadsheet is best created with board input and shared quarterly in the board packet. This will denote that attendance and fundraising are important. It is also a way to quietly point out those who may be coming up short.
• A board calendar with all board meetings, trainings, conferences, fundraising events, and program volunteer opportunities. Again, this will denote that participation is important.
• A board roster with their current contact information, place of employment, board terms, and positions. This will allow board members to establish relationships outside of the boardroom, creating an informal board buddy system. This is especially helpful for new board members.

4. Everyone has a role to play in the resource development process.

Fundraising responsibilities shouldn’t fall solely on the ED or your development officer (if you have one). It’s everyone’s job to support fundraising—both board and staff. This is known as a culture of philanthropy.

A culture of philanthropy means that everyone in the organization understands that philanthropy and fund development are critical to the organization’s health and that everyone has a role in the process.

If they haven’t already, board members must make a shift in their mindset and embrace a culture of philanthropy.

5. All board members should start with their own gift first.

All board members should give a personal contribution to the organization. This statement may be controversial to some. Many board members feel that because they donate their time to the organization, they shouldn’t have to donate money as well. However, I believe it’s important that board members give financially to the organization for many reasons.

When board members make a gift to your organization, it shows the board is committed to the organization’s success. In addition, board members tend to be more enthusiastic and interested in the organization’s effectiveness when they have made a significant financial contribution to the organization.

This can be particularly important if board members are involved in soliciting from individuals because it will encourage others to give to the organization. It can seem hypocritical for board members to ask a donor for a contribution if they have not given to the organization themselves; in fact, some foundations want to see 100 percent giving from the board before they give.

6. You should treat our board members as donors.

In order to engage your board, you must build a relationship with them. Seek out their advice, thank them for investing their time and resources, and make sure you do a listening tour where you spend one-on-one time with each of them getting feedback and assessing their needs. This tour can be done in-person or virtual. The goal is to talk in an informal setting with no agenda so they’re comfortable sharing what they need.
Don’t take your board members for granted. Steward board members by expressing interest in their work and lives. This includes recognizing birthdays, marriages, and other big life events. Implementing these steps will help to boost your board members’ engagement.

The most important tactic is not a one-and-done activity. Boosting board member engagement takes constant attention and ongoing focus. Remember, there is no one-size-fits-all approach. In the end, you must be willing to try new approaches to keep your board engaged.

7. Board members succeed when they’re properly trained.

A nonprofit board is only as strong as the education and direction that they receive. Having a board-approved education plan can take your organization to the next level.

With that in mind, don’t assume your board members understand fundraising or how to talk about your organization. Board education will ensure they have a solid understanding of the underlying philosophy of fundraising,  which is building relationships with donors who will stick with your organization for years to come. Board members need and deserve first-rate support from staff.

8. Board members succeed when properly thanked.

Start thanking board members from the beginning. During the orientation, present new board members with a certificate of service and take a picture to document the important moment. Advise them to place the certificate in their office where community members see they serve on the organization’s board.

In addition to this, extend a warm welcome to your new board members by sharing the news with your community using the certificate presentation picture or their professional headshot. By making a public announcement, you’re telling new members that you’re proud to have them on your team. Plus, this is an easy way to keep key stakeholders in the loop and let them know that you have new additions to your team. Share the news in your newsletter, on social media, on your website, and in a news release.

No matter how you share the good news, this simple step of officially announcing your team members makes them feel valued, reminds your community of the hard work that goes into fulfilling your mission, and extends the board member’s credibility to your organization.

There are other simple ways you can give board members some prominence. You can list them on your organization’s letterhead and website and feature them in a newsletter or on social media.

9. Fun and fellowship will yield dividends.

Joining a nonprofit’s board can be intimidating. New members may be afraid to ask questions for fear of looking silly. You can ease this process by assigning a board buddy.

A board buddy is a veteran board member who is assigned to sit next to the new member at their first meeting. They can also call the new member before and after the meeting to check in on how they’re doing and see if they have any questions.

You may also want to have an orientation call. With orientation calls, veteran board members set up calls with a class of new members to review and answer any questions they may have post-orientation. This should be done about two months into their board service.

This experience can be just as valuable and enjoyable for the veteran board member as it gives them an outlet to share their passion for your mission, effectively sparking more enthusiasm for their own work. They’ll also be conscious of the fact that they should set a positive example in meetings, which can directly impact their participation and performance.

Figure out how to make your board meetings fun. If run effectively, board meetings can move your nonprofit closer to its strategic goals and fundraising.

Here is what you need to do to run an effective board meeting:

• Secure a meeting location.  If you’re lucky, your board meeting can be done on-site at your nonprofit’s headquarters. This allows your board to interact with your constituents in person. If that’s not an option, the location you choose should be set up for comfort and functionality.
• Secure food. Whether food should be provided at a board meeting is determined by the timing of the meeting. Don’t have a budget for food? No worries. You can seek in-kind donations from local restaurants or have a potluck with each board member bringing in a dish.
• Prepare an agenda. Prepare your board meeting agenda at least two weeks before the board meeting. Agenda preparation is an opportunity to engage the executive committee and give them a role and a voice in board governance. In addition, the agenda should be timely, mission-focused, strategic, include a consent agenda, board education, and a generative question. Once the agenda is prepared, email it to all board members with backup documentation (a board packet) at least 72 hours in advance of the upcoming meeting. This will give board members enough time to familiarize themselves with the information before the meeting. This will increase productivity during the meeting by reducing the time needed to present and review information.

Your nonprofit’s board members are one of your most precious resources. Your nonprofit board members should be doing at least 80% of the talking during the meeting, and that talk should focus mostly on decisions and strategic discussions, not updates and staff reports (except for the absolutely necessary ones). It’s crucial to get board meetings right. A meeting agenda is your board’s most important tool for engagement.

10. Board members need to connect with the mission.

Board members want to be strong advocates and storytellers, but they often don’t have the tools they need to do this well. To ensure your board has firsthand stories about your organization that they can share with others, kick each board meeting off with a mission moment. This should only take up about 5 minutes of the agenda.

In this mission moment, you can have a client tell their nonprofit story to the board. If clients are not available at your meeting time, consider using video testimonials. This is easily accomplished using cell phone video.

The goal of this is twofold. First, it helps the board stay connected to your nonprofit’s purpose. Second, it gives your board several stories they can share in the community and with prospective donors. Having real-life stories that show your mission’s impact is crucial for inspiring donors to give.

Take these tips and turn your board into an engaged one and see how your nonprofit succeeds! I bet you’ll be pleasantly surprised by the results.

You can follow me on Instagram, Facebook, YouTube, LinkedIn, and Pinterest. You can also visit my website at www.supportingworldhope.com.

The post 10 Tips That Will Help You Create an Engaged Nonprofit Board appeared first on Bloomerang.

Why is that important? To be successful, you must understand that you’re starting a business. Getting into that mindset will help set you up for success. 

Here are the tactical steps you must take to starting a nonprofit. 

1. Name your organization. 

To ensure the name is not taken, check your state’s list of existing nonprofits. You can also double-check with the Department of Commerce to ensure a business hasn’t already trademarked the name you want to use. At this time, you should also establish business contact information including location (can be a residential home) and email address.

2. Recruit incorporators and an initial director. 

You must have your founding Board of Directors and officers selected prior to filing your Articles of Formation or Articles of Incorporation with the state. Keep in mind that each state has different requirements; you must check with the Secretary of State for your state’s specific requirements. You’ll want to identify three, unrelated individuals to meet IRS requirements. 

3. Appoint a Registered Agent. 

The appointed Registered Agent must be physically located in the state and maintain an office that is open during regular business hours. The corporation cannot act as its own registered agent so don’t enter the corporate name as the name of the registered agent. 

4. Prepare and file Articles of Incorporation. 

Check with your Secretary of State for your state’s requirements.

5. Obtain an Employer Identification Number (EIN). 

To do this, complete IRS Form SS-4. This form can be completed by mail, phone, fax, or online. The cost is $0. 

The turnaround is immediate online or by phone. By fax, it can take four business days and four to five weeks by mail. You should know that the IRS website is only available during certain hours. 

Before you close your session, print your EIN. For additional guidance, see IRS Pub 1635: Understanding Your EIN. 

6. Establish initial governing documents and policies. 

You’ll need to create Bylaws and Conflict of Interest documents and policies because both are needed for your IRS application. 

7. Hold an organizational meeting of the Board of Directors. 

The initial organizational meeting of your Board of Directors will be incredibly productive. At this meeting, you’ll approve the bylaws, adopt the conflict-of-interest policy, elect directors, appoint officers, and approve resolutions such as opening the organization’s bank account. Important decisions are being made so be sure to record them in the meeting minutes. 

8. Apply to be recognized as a 501(c)(3) organization. 

In order to do this, you must complete the following forms: IRS Form 1023, IRS Form 1023-EZ, or IRS Form 1024. The agency fees are $275 for organizations filing Form 1023-EZ and $600 for organizations filing Form 1023. The turnaround time for 1023-EZ on average is less than one month and three to six months for the 1023. 

You can download this checklist with links here.  

What should you do while you wait to hear from the IRS? 

Here are a few things you can do while waiting to hear back from the IRS about the documents you’ve submitted for starting a nonprofit. 

Lay the groundwork for success.

• Develop a vision and mission statement. 
• Establish your nonprofit’s values and the organizational approach to your work. 
• Establish your organization’s branding (establish target audience, logo, brand colors, and messaging). 
• Create a website and establish other social media pages. 
• Develop a comprehensive communication strategy to include use of social media and online communications. 
• Develop a strategic plan, which should include staffing, activities, budget, and a fundraising plan. 

Understand revenue. 

• Establish an annual budget for your nonprofit based on operating expenses, including salaries. 
• Develop a fundraising plan that includes fundraising goals and fundraising methods including grants, corporate and individual donations, and in-kind contributions. 
• Establish a bookkeeping system to account for cash receipts and cash disbursements, assets, and liabilities. 
• Establish financial auditing procedures and internal controls. 
• Retain or consult with a bookkeeper to create accounting records and financial reports. 
• Determine your fiscal year and type of accounting system (cash vs. accrual). 
• Retain or consult with an accountant for annual audit and government filings, including the form 990. Nonprofits with different budget amounts may have different auditing state requirements. 
• Establish a bank account and establish check signing procedures. 
• Designate which member(s) have the power to sign checks. 
• Procure necessary insurance coverage: general liability, property, directors and officers, professional responsibility, sexual abuse, and non-owned auto liability, if applicable. 

Get ready to start fundraising. 

• Develop a disclosure statement that communicates to donors that information about the nonprofit can be obtained from the state authority or the organization itself. 
• Register your nonprofit as a charity that can solicit donations; if you plan to accept donations from other states, fulfill registration requirements for all states where you plan to solicit. Most states require registration before you begin soliciting. 

Develop an evaluation and performance model. 

• Establish a logic model and identify inputs, outputs, activities, and intended outcomes. 
• Develop outcomes-monitoring plans to measure performance. 
• Develop a basic structure for collecting ongoing performance data (including client and donor information). 

Start staffing and hiring, if applicable.

• Apply for an Employer Identification Number (EIN) in your state.
• Develop job descriptions for staffing needs. 
• Determine whether staff performing services will be employees or independent contractors. 
• Hire staff and set compensation levels. 
• Prepare a Human Resources manual. 
• Establish a payroll system. 
• Establish a system for preparing and filing Form W-2s for employees and 1099s on behalf of independent contractors. 
• Establish a system for maintaining employee records for each employee to include names and social security numbers, W-4 and I-9 forms, and individual payroll information. 
• Establish a system to meet mandatory insurance requirements: (1) Workers’ Compensation, (2) Unemployment insurance, (3) Short-term Disability, and (4) Auto Liability (if applicable).
• Procure health benefits for employees. 
• Establish a retirement plan for employees. 

What are the most common pitfalls new nonprofits encounter?

Here are a few mistakes people make when starting a nonprofit.

1. NOT recruiting and maintaining board members 

Many nonprofits select board members based on friendship, partnership, relations, or just because they are a “good old boy or good old gal.” This usually fails to evaluate the future needs of the organization and is commonly known as the Bubba Theory.  

Instead, your board should be well balanced and highly diverse and include a dedicated group of individuals. 

2. Thinking they can immediately get grants 

It takes new nonprofits one to three years to be grant ready. You must have in place certain financial, cultural, and eligibility documents in place before applying for those grants.

3. Not providing board education or setting expectations

Why is board education so important and so challenging? By investing time and resources in board education, you will be able to deepen your board members’ commitment to your organization, strengthen their understanding of the board’s role, and cultivate a culture of ongoing board improvement. 

4. Not understanding philanthropy or the fundraising process 

Philanthropy, not fundraising, will shift you and your board from feeling negative to feeling positive. Fundraising is about more than the ask. In fact, 60% of fundraising is cultivation or building relationships.

Take these steps and you’ll be that much closer to starting your nonprofit and doing more good in the world! 

Want to get started with an affordable, world-class donor database? Check out our small-shop nonprofit pricing today!

The post What You Should Know if You’re Thinking of Starting a Nonprofit Organization appeared first on Bloomerang.

• Donors talk more than the nonprofit leader
• Nonprofit leaders ask more than tell
• The nonprofit leader talks about gift-giving opportunities only after they have uncovered what the donor wants to accomplish

The discovery step comes through a series of donor meetings. For these meetings to be successful, you must ensure that you cover all the bases with potential donors.

It is important to plan a strategy for each meeting interaction.

The goal of the first meeting is to open the relationship. This step enables you to build rapport and establishes expectations for a positive outcome. It is often begun in public or nonprofit visits where the donor feels less vulnerable. Learning about and relating to their interests will open the door to discovery.

The next meeting should move from a public visit to a nonprofit visit to a personal visit. Visits with a donor in their home indicate a level of closeness to the nonprofit and often take months to achieve. It is okay if you never make it to their home. Office visits are just as personal. In an office visit, you can pick up a lot of clues about donors such as where they attended college, some of their hobbies, family dynamics, etc.

Location is less important. The focus is getting to know the donor through a series of discovery questions that you’ll ask with the donor’s permission, of course.

With the right set of donor discovery questions, you will be able to determine the donor’s needs. Your goal is to find out what’s important to them, including:

• Their reasons and emotions for supporting your nonprofit
• Their gift-giving potential or financial position
• How decisions about their gifts are made
• Concerns or reservations they have about making a gift to your nonprofit

It is critical that you capture the information gained from discovery…whatever that may be.

Remember people do things for their own reasons.

To solve the donor’s problems and achieve their goals, you use your knowledge of the donor’s emotional needs and their requirements, combined with the information you have about your nonprofit and the solutions available.

Emotional Need = Desire, Pain, Gain, Want, and Pleasure.

Do not present any solutions or programs until you have an idea of what the donor wants.

1. Clear understanding of emotional needs

• Do their interests match your mission?
• Do they want to make a difference?
• Do they feel a connection with your nonprofit?

2. Understand financial issues

• Amount, assets?
• The size of emotional need determines the size of the gift.
• The level of trust is directly related to the size of the gift.

3. Understand their decision-making process

• Who? What? How? and When?
• Are there any gatekeepers, influencers, etc. to complete the gift?

As Steven R. Covey said, “Seek first to understand, then to be understood.”

The questioning techniques should include:

Open Questions — they lead the way to new territory and keep the conversation going:

Examples:

• What do you hope to achieve with your philanthropy?
• How can we get you more involved?
• Why does our cause matter to you?
• Tell me about your life.
• Describe the legacy do you want to have? Can you finish it alone?
• Explain more.
• Please go on.
• Give me more information about that.

One-Word Questions — or short phrases are amazingly effective ways to get a deeper understanding.

Examples:

• Uh. Huh.
• Hmm.
• Interesting.
• Oh?
• Why?

Closed Questions — ask for very specific information. They restrict the possible answers. They are questions that can be answered with just a few words, usually yes or no. Questions that imply multiple-choice answers are also classified as closed. These should be used sparingly during donor meetings.

Counterintuitive Questions — this is a special type of question used to change the direction of the discussion. It can be used in situations where there is pressure, and you are encountering a barrier to move forwards.

Examples:

• I don’t think I can change your mind on that, can I?
• Sounds like you’ve made up your mind, haven’t you?
• Is that good or bad?
• It doesn’t sound like there is a fit here, is there?
• Why do I get the feeling that this isn’t working for you?
• I get the feeling that you are telling me no; is that right?

With a donor-centered approach, it takes time to build relationships and get to know your donors. Don’t forget to share the information with your team and ensure that have access. A best practice is to record the details of your conversation in your donor database or nonprofit CRM.

If we want donors to understand us, we have to start by understanding them. This eBook will review some great donor discovery steps, best practices, and questions you should ask to build rapport with and understand your donors with a donor-centered approach.

The post How To Facilitate The Discovery Step Of The Donor-Centered Approach appeared first on Bloomerang.

So how can you involve “ALL” of your board members in your fundraising?

1. Door Opener —  Board members can participate in the fundraising process by opening the door to the eventual ask. They can tell prospects about the history of the organization and share their enthusiasm for the organization’s mission to encourage giving. This provides your organization with instant credibility.

Many nonprofits overlook the importance of leveraging their board members for donor referrals. Board members tend to be influential public figures who have achieved success in their career paths and are well connected to lucrative potential donors. Don’t be afraid to ask your board members to reach out to their personal connections to start the donor cultivation process.

2. Cultivator —  It is true what they say, “people give to people.” Donors want to trust and like the individuals at the organizations they support. Cultivation is about building relationships before asking for money. They can connect the organization to cultivation by making personal contacts with prospects. A good practice is for board members to “touch” 5 donors each a minimum of 5 times in a year. Whether that is soliciting their advice, inviting them to an event or a tour, setting up a coffee, breakfast, or dinner chat, or simply making a telephone call. This is an important process in fundraising that cannot be skipped.

3. Sidekick—  Board members can contribute to fundraising efforts by accompanying staff members on face-to-face solicitations. Don’t worry if you only have 2-3 who feel comfortable with this role. It is not unusual. The few and the brave is all you need.

The staff should schedule an ask meeting and let the prospect know in advance that he or she will be receiving a visit from them and a board member who is very passionate about the organization and who will ask for a generous donation. Therefore, the board member should be passionate about the organization.

4. Thanker —  An organization’s fundraising responsibilities are not over once it has received a donation from a donor. The final stage of fundraising is donor stewardship — thanking the donor and maintaining a relationship that keeps the donor connected to the organization. Sadly, I’ve experienced too many organizations that don’t thank their donors. They take for granted the generosity of others leaving donors feeling unappreciated and unacknowledged.

Board members can send donors a thank you card, make a thank you call, and let the donor know the gift was appreciated and that it made a difference to the organization. They can keep major donors involved with the organization through invitations to special events or periodic updates.

By maintaining a relationship with previous donors, the organization increases its chance of receiving future gifts from these donors and moving them up the donor ladder.

As you can see, many of the roles do not require board members with making the ask themselves! Instead, they’re all part of your board members’ responsibility to ensure necessary resources.

Whatever role they start in can also evolve. As board members grow in their fundraising confidence, they may want to take on a new challenge and embrace a new role. Either way it is a win for the mission.

You can follow me on Instagram @the_nonprofitexpert and other social media platforms @supportingworldhope: Facebook, YouTube, LinkedIn, Pinterest. You can also visit my website here.

The post 4 Ways Board Members Can Raise Money Without Making the Ask appeared first on Bloomerang.

Board performance is a critical ingredient in a nonprofit organization’s ability to achieve impact. 

After 25 years in the nonprofit sector, I have learned that a nonprofit board is only as strong as the education and direction that they receive. 

Without a strong board of directors, the executive director and staff are expected to not only have the vision for what the organization can become, but also do all the work.

An effective board can provide a foundation for your organization’s mission and a framework of expectations that make it possible for the executive, program staff, and volunteers to focus upon the day-to-day tasks of making that mission a reality.

Steps to Board Building

A good nonprofit board doesn’t just happen!  Building a board takes care, thought, and planning. 

It starts with the board recruitment process.

It is like creating a winning sports team. You recruit talented players that fit the team and then you train them to play their best.   

The selection of board members should be based on an in-depth look at what the board in whole needs to round out a well-balanced, highly diverse, dedicated group of individuals. 

Those who are invited to join the board should bring a needed expertise or skill set.  Their invitation to join the board should not be based on friendship, partnership, relationship, or just because they are a “good old boy or good old gal.” Using the “bubba theory” usually fails to evaluate the future needs of the organization.

Board expectation starts during the board recruitment process. Potential board members should be provided the board member job description and agreement and a clear financial giving expectation upfront. This helps the person determine if they can do the job prior to coming on the board.

Once they have gone through the recruitment process and you’ve voted them in. Orientation is the next step in the board building process.  As part of leadership development, new board members need to acquaint themselves thoroughly with the organization. 

An orientation session should be held. This will help the new member participate fully on the board as quickly as possible. 

Board education should not stop with the orientation. Having a board-approved education plan can take your organization to the next level.

To develop a board education plan, try this: Poll board members to determine the education gap and to build consensus about what training is needed.  An open, productive conversation must take place: about what the board’s role should be, how the board is doing, and what the most important priorities for improvement are. Take 15 minutes at your next board meeting and ask board members to help develop the board’s upcoming education plan. Have the board brainstorm answers to the following questions:

• What do you wish you had known when you started on the board, to help you make more informed decisions?
• What information do you feel you are lacking, even now?

In addition, the CEO/ED should share what areas of the organization they feel the board doesn’t understand well enough to make informed decisions. 

Don’t skip this step. 

The CEO/ED should not rely totally on their discretion to determine what the board needs to know to do the job. When the board is actively involved in determining the contents of its own education plan, you will find there is far more interest from those board members about what they need to learn. And you will further find there is far more interest in having all board members attend!

Once there is a consensus about needed training the board can plan to add 15 minutes or ½ hour to each board meeting, to start your board’s ongoing education program with topics board members themselves have said they want to learn.

The final step is a board self-assessment.

In the same way that nonprofit leaders deserve an annual review, their boards do, too. Enabling board members to provide feedback on how the board is working, who is on the board, and whether board member expectations are clear can provide healthy feedback to a board and its chair, and set the course for future decisions and actions.

There should be multiple opportunities for board members to provide feedback. It can be included on the board agenda as a discussion or board members can complete an online survey or a quick survey at the conclusion of a board meeting.   

I know this seems like a long list of things you must do.  I would encourage you to look at this as one of the tools in your toolbelt. Any one of these tools can make a big difference for your board.  If you don’t know where to start just pick something that seems easy to accomplish and just start. Once that becomes standard practice add the next thing. Just keep moving forward.     

You can follow me on Instagram @the_nonprofitexpert and other social media platforms @supportingworldhope: Facebook, YouTube, LinkedIn, Pinterest. You can also visit my website at www.supportingworldhope.com.

The post How to Build a Strong Nonprofit Board appeared first on Bloomerang.