Most fundraisers realize that a good relationship between the board of trustees and staff is essential for a thriving organization. We also know it is important to have clearly defined roles and responsibilities and to give board members enough information to make decisions while not overwhelming them with the minutiae of administration. Most of us also expect our board will be a great help in reaching the charity’s financial objectives. 

Yet I still hear fundraisers complaining that their boards are a liability. In fact, I don’t remember anyone ever proclaiming they love their board. Here are some actual comments I’ve heard recently:

“My board has no clue what is needed to raise money.”

“I dread our board meetings; they are such a waste of time.”

“I’d never take my president on a fundraising call…she would blow it for sure!”

This is not just disrespectful and dismissive; it’s a disgrace to our sector.

Look through your board’s eyes 

Maybe it will help to try seeing your organization through the eyes of your most important and passionate volunteers: your board. Imagine for a moment that your child is extremely ill. You rush her to the local hospital where you are greeted by a calm nurse who immediately finds expert medical attention. The doctor informs you that the situation is life-threatening. He will do what he can. Hours later your child is back in your arms and expected to make a full recovery. You are so grateful and overwhelmed by the experience that you want to do something to give back.

You make a donation and ultimately after a series of lunches and arm twisting you end up on the foundation board. Once on the board you are given a gigantic board manual, asked to attend monthly meetings, open up your address book and go out and raise $150 million for a new cancer centre. You may as well have been asked to perform surgery.

Rather than feeling inspired you now drag yourself to meetings feeling used, burdened and looking forward to the end of your term. 

This kind of situation is both common and wasteful. The people who sit on your board sincerely want to have an impact and if we allow this kind of thing to happen, we are failing them.

Rather than complaining about our trustees we should be asking ourselves, “What can I do to help my board be as successful as they can be?” Here are a few ideas.

See your board as individuals

Each member brings a different skill set to the organization. Try to match your revenue streams to the talent of each individual. For example a social philanthropist may be able to chair an event. A corporate CEO might be interested in framing some corporate social responsibility policies.

Use your board manual differently.

Once you’ve recruited your board members, don’t just hand them a hefty manual full of theory and policies. They won’t read it. You probably don’t even read it. Members need to be taught how their manual can be practically applied and serve as a tool rather than a doorstopper. 

Connect directors to the mission frequently

Open up the boardroom to a little fun by bringing in beneficiaries or playing music and showing slide shows of your charity’s work before the meeting. Send directors short weekly emails telling them something fabulous that happened as a result of their leadership.

Get to know your members

Make it a point to steward and get to know your board. Phone one member a week to ask a small favour or a bit of advice. Involve them in small meaningful ways between meetings. They will learn more about the business of fundraising and you may discover a connection or talent that doesn’t show up in the boardroom.

Trust them to make thank you phone calls.

The very best way to teach someone the joy of asking is to share the joy of giving. This kind of positive contact with donors will give them a strong connection with the mission and a positive fundraising experience.

Fundraising isn’t about raising money. Fundraising is about building relationships. The most important relationship is between board and staff. It is time for us to start treating our senior volunteers as an asset worthy of cultivation and stewardship rather than a liability to avoid.