The document provides guidance on building an effective nonprofit board of directors. It discusses recruiting board members who are passionate about the nonprofit's mission and can commit time. It recommends interviewing prospective board members to assess fit and asking them questions. The document also suggests onboarding new board members through orientation, matching them with a mentor, and providing a handbook to set them up for success in their board role.
This document provides guidance on building an effective nonprofit board of directors. It discusses recruiting board members who are passionate about the organization's mission and have relevant skills and networks to contribute. The document recommends interviewing prospective board members to assess their fit and asking them about their qualifications, concerns, and expectations. It also suggests onboarding new board members through an orientation, matching them with a mentor, and providing a handbook to educate them. The overall message is that intentional efforts to recruit and onboard the right board members are crucial to a nonprofit's success.
Joining a Nonprofit Board - All Your Questions Answered by BoardAssistCynthia Remec
This document discusses BoardAssist, an organization that helps match skilled professionals with nonprofit boards. It notes there is a large need for board members at nonprofits. BoardAssist can help candidates find a board that fits their interests, skills, and availability. The document answers frequently asked questions about serving on a nonprofit board through BoardAssist, such as the expected time commitment, financial contribution, and how to avoid simply being viewed as a source of funds ("ATM"). It emphasizes BoardAssist works to find the right fit for candidates where they can make a meaningful contribution with their expertise rather than just their money.
Tom Morrison and Tony Karrer hosted a webinar on maximizing member engagement for associations. The webinar covered 6 keys to member engagement: 1) understanding threats to the industry, members, and association, 2) having an effective communication strategy, 3) providing programs and services members cannot do themselves, 4) using the right metrics to motivate change, 5) narrowing your focus, and 6) consistently asking questions to improve. The webinar provided advice on value propositions, innovation, challenges with different demographics, and maximizing revenue per member.
The document discusses how chambers of commerce need to adapt to remain relevant in today's business environment. It notes that chambers can no longer rely on automatic membership renewals and must demonstrate a clear return on investment. The document suggests chambers focus on being an information gateway for their community, showcase members, improve communications, implement sustainable growth strategies, and offer value-adding programs and services to prove their continued importance.
Discover how to gain and keep volunteer based on the book "The New Breed: Understanding and Equipping the 21st Century Volunteer by Jonathan and Thomas W. McKee.
Women who break through into senior leadership positions get there by mastering the art of influence. Explore ways to gain a voice and a seat at the table in your company. Understand the mechanisms of power and influence within your organization and identify six sources of influence you may not be fully utilizing. This presentation explores ways to gain buy-in for ideas, enhance your credibility, and make a larger impact in business.
This document provides advice and guidance for chamber of commerce professionals. It discusses the importance of knowing the history and goals of the chamber, communicating effectively with members and the community, developing a strong network of mentors, owning up to mistakes, acting with leadership, focusing on member needs, and overall enjoying the work of supporting the local business community.
This document provides guidance on building an effective nonprofit board of directors. It discusses recruiting board members who are passionate about the organization's mission and have relevant skills and networks to contribute. The document recommends interviewing prospective board members to assess their fit and asking them about their qualifications, concerns, and expectations. It also suggests onboarding new board members through an orientation, matching them with a mentor, and providing a handbook to educate them. The overall message is that intentional efforts to recruit and onboard the right board members are crucial to a nonprofit's success.
Joining a Nonprofit Board - All Your Questions Answered by BoardAssistCynthia Remec
This document discusses BoardAssist, an organization that helps match skilled professionals with nonprofit boards. It notes there is a large need for board members at nonprofits. BoardAssist can help candidates find a board that fits their interests, skills, and availability. The document answers frequently asked questions about serving on a nonprofit board through BoardAssist, such as the expected time commitment, financial contribution, and how to avoid simply being viewed as a source of funds ("ATM"). It emphasizes BoardAssist works to find the right fit for candidates where they can make a meaningful contribution with their expertise rather than just their money.
Tom Morrison and Tony Karrer hosted a webinar on maximizing member engagement for associations. The webinar covered 6 keys to member engagement: 1) understanding threats to the industry, members, and association, 2) having an effective communication strategy, 3) providing programs and services members cannot do themselves, 4) using the right metrics to motivate change, 5) narrowing your focus, and 6) consistently asking questions to improve. The webinar provided advice on value propositions, innovation, challenges with different demographics, and maximizing revenue per member.
The document discusses how chambers of commerce need to adapt to remain relevant in today's business environment. It notes that chambers can no longer rely on automatic membership renewals and must demonstrate a clear return on investment. The document suggests chambers focus on being an information gateway for their community, showcase members, improve communications, implement sustainable growth strategies, and offer value-adding programs and services to prove their continued importance.
Discover how to gain and keep volunteer based on the book "The New Breed: Understanding and Equipping the 21st Century Volunteer by Jonathan and Thomas W. McKee.
Women who break through into senior leadership positions get there by mastering the art of influence. Explore ways to gain a voice and a seat at the table in your company. Understand the mechanisms of power and influence within your organization and identify six sources of influence you may not be fully utilizing. This presentation explores ways to gain buy-in for ideas, enhance your credibility, and make a larger impact in business.
This document provides advice and guidance for chamber of commerce professionals. It discusses the importance of knowing the history and goals of the chamber, communicating effectively with members and the community, developing a strong network of mentors, owning up to mistakes, acting with leadership, focusing on member needs, and overall enjoying the work of supporting the local business community.
The document provides advice to individuals seeking non-executive director roles on boards, outlining five key factors that boards look for - executive skills, personal connections, past governance experience, demonstrable passion, and cultural fit. It discusses each of these factors in detail and provides tips on how applicants can demonstrate they possess these crucial attributes that boards desire in new members.
Finding qualified professionals to contribute as volunteers can be a challenge. This webinar provides leaders of non-profit organizations and social purpose businesses with tips and logistical steps to successfully engage professional volunteers, access new relationships, and build board membership.
The July 2017 newsletter from ICF Colorado provides information on upcoming events and programs for coaches. It summarizes the keynote speakers and topics for the annual fall conference on "Fearless Leadership" in November. It also previews upcoming virtual and in-person programs in July, August, and September on topics like quieting the inner critic, discernment vs. judgment, and leveraging assessment instruments. The newsletter provides details on registering for the events and encourages coaches to get involved through sponsorship or program proposals.
This newsletter summarizes the upcoming events and activities of the ICF Colorado chapter in April 2013. [1] The president's message discusses the growing demand for coaching competency and invites members to volunteer. [2] The main event is the monthly meeting on April 11th featuring interactive exercises on coaching skills and business by the board. [3] Special interest group meetings before the general meeting cover exploring coaching as a profession and building a coaching business.
The document provides an overview of shadow trustees and directors, when advising charity leadership becomes undue influence. It defines shadow directors and de facto directors under company law. It notes that shadow and de facto trustees relate primarily to charitable companies but the Charities Act brought new powers for the Charity Commission. The risks include disqualification and personal liability. It discusses a recent case involving Keeping Kids Company to illustrate these issues. The panel then provides perspectives on defining and identifying signs of a CEO acting as a shadow trustee, the importance of appropriate use of power and trustees understanding and fulfilling their role.
Michael Liimatta, Chief Academic Officer of City Vision College, explains 3 key questions, 4 failure factors, and several strategies for developing a new ministry/nonprofit startup
This document provides guidance on networking for entrepreneurs. It discusses why networking is important, how to network successfully, and tips for networking. The key steps outlined are to set goals for networking, identify networking opportunities, make connections by introducing yourself and exchanging contact information, and following up after meeting someone. The document also lists local networking events and online resources for further information on business networking.
What Is Missing Most In Leaders Today - Linked 2 LeadershipLinked 2 Leadership
The document summarizes responses from multiple individuals to the question "What is missing most in leaders today?". Some of the most common responses included a lack of humility, courage, vision, ethics, integrity and the ability to listen. Many respondents felt modern leaders were too focused on their own outcomes rather than having a shared purpose with their teams.
PSYCHOLOGY TODAY: PE Partners and PE Portfolio Company CEOsLarry Stybel
More than 50% of PE Dominated Boards replace portfolio company CEOs are replaced in two years or less. This article suggest ways PE Partners can improve the odds and reduce time waste.
This document provides information about various networking groups and organizations in Houston for business professionals. It summarizes WeCoachThePros, which coaches small to mid-size companies to be more productive, create sales, and grow their business rapidly. Contact information and social media links are provided. The document then lists questions to consider when evaluating networking groups and provides names and websites of specific groups in Houston from various industries including technology, young professionals, and women in business. Meeting and event information is also listed.
The document discusses the importance and benefits of networking. It defines networking as developing and activating relationships to increase business, enhance knowledge, and expand influence. Effective networking is about building strong relationships through trust and credibility over time, not just collecting business cards. Master networkers work their network by giving their undivided attention to others, enjoying helping others, following up on referrals, and maintaining a positive attitude. The key is to network through generosity, not greed, and build a network before needing its support.
Mcwt Sydney Discovering Your Leadership Potentialcharswan
The document discusses leadership in turbulent economic times and provides tips for job seekers. It outlines current economic challenges like job losses and declining markets. It then offers three keys to finding jobs: knowing your strengths, refining your personal brand, and using networks. The document emphasizes the importance of social networking and lists specific sites. It also discusses the five practices of exemplary leadership and provides general tips for networking and seeking help from others.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with their group, guided by an experienced Chair, to thoroughly discuss and problem solve strategic and operational issues through a structured approach. Drawing on the broad experience of its members, ideas are shared and solutions developed that help members gain new perspectives and action plans to advance their businesses and goals. Members report benefiting greatly from the confidential forum and support of their peer group.
1) The document discusses building teams through organizational networking to reduce internal conflict and foster team development.
2) It argues that effective networking involves making connections between people known to the network members for mutual benefit, without expectation of personal gain.
3) Building strong teams requires understanding group dynamics, listening skills, and creating interdependence through respect, trust and cooperation between organizational members.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with 10-12 other executives. They are guided by an experienced Chair to thoroughly discuss challenges, opportunities, and issues. Through this structured process, members develop a range of options and solutions from the group's diverse experience. Members report gaining new perspectives, advice, and action plans to address their most pressing business needs.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with their group, guided by an experienced Chair, to thoroughly discuss and problem solve strategic and operational issues through a structured approach. Drawing on the broad experience of its members, ideas are shared and solutions developed that help members gain new perspectives and action plans to advance their businesses and goals.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with their group, guided by an experienced Chair, to thoroughly discuss and problem solve strategic and operational issues through a structured approach. Drawing on the broad experience of its members, ideas are shared and solutions developed that help members gain new perspectives and action plans to advance their businesses and goals.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with their group, guided by an experienced Chair, to thoroughly discuss and problem solve strategic and operational issues through a structured approach. Drawing on the broad experience of its 17,000 global members across industries, members benefit from diverse perspectives and access to a confidential forum to explore all topics, develop options and action plans to advance their businesses and support each other's success.
The Kansas City, Kansas Public Library recently underwent renovations, including new carpet, study rooms, and computer labs. It offers a variety of programs to promote literacy and learning for all ages, such as summer reading programs, storytimes, tutoring, and ESL classes. The library also partners with other organizations in the community and provides meals to children through a food program.
The document provides advice to individuals seeking non-executive director roles on boards, outlining five key factors that boards look for - executive skills, personal connections, past governance experience, demonstrable passion, and cultural fit. It discusses each of these factors in detail and provides tips on how applicants can demonstrate they possess these crucial attributes that boards desire in new members.
Finding qualified professionals to contribute as volunteers can be a challenge. This webinar provides leaders of non-profit organizations and social purpose businesses with tips and logistical steps to successfully engage professional volunteers, access new relationships, and build board membership.
The July 2017 newsletter from ICF Colorado provides information on upcoming events and programs for coaches. It summarizes the keynote speakers and topics for the annual fall conference on "Fearless Leadership" in November. It also previews upcoming virtual and in-person programs in July, August, and September on topics like quieting the inner critic, discernment vs. judgment, and leveraging assessment instruments. The newsletter provides details on registering for the events and encourages coaches to get involved through sponsorship or program proposals.
This newsletter summarizes the upcoming events and activities of the ICF Colorado chapter in April 2013. [1] The president's message discusses the growing demand for coaching competency and invites members to volunteer. [2] The main event is the monthly meeting on April 11th featuring interactive exercises on coaching skills and business by the board. [3] Special interest group meetings before the general meeting cover exploring coaching as a profession and building a coaching business.
The document provides an overview of shadow trustees and directors, when advising charity leadership becomes undue influence. It defines shadow directors and de facto directors under company law. It notes that shadow and de facto trustees relate primarily to charitable companies but the Charities Act brought new powers for the Charity Commission. The risks include disqualification and personal liability. It discusses a recent case involving Keeping Kids Company to illustrate these issues. The panel then provides perspectives on defining and identifying signs of a CEO acting as a shadow trustee, the importance of appropriate use of power and trustees understanding and fulfilling their role.
Michael Liimatta, Chief Academic Officer of City Vision College, explains 3 key questions, 4 failure factors, and several strategies for developing a new ministry/nonprofit startup
This document provides guidance on networking for entrepreneurs. It discusses why networking is important, how to network successfully, and tips for networking. The key steps outlined are to set goals for networking, identify networking opportunities, make connections by introducing yourself and exchanging contact information, and following up after meeting someone. The document also lists local networking events and online resources for further information on business networking.
What Is Missing Most In Leaders Today - Linked 2 LeadershipLinked 2 Leadership
The document summarizes responses from multiple individuals to the question "What is missing most in leaders today?". Some of the most common responses included a lack of humility, courage, vision, ethics, integrity and the ability to listen. Many respondents felt modern leaders were too focused on their own outcomes rather than having a shared purpose with their teams.
PSYCHOLOGY TODAY: PE Partners and PE Portfolio Company CEOsLarry Stybel
More than 50% of PE Dominated Boards replace portfolio company CEOs are replaced in two years or less. This article suggest ways PE Partners can improve the odds and reduce time waste.
This document provides information about various networking groups and organizations in Houston for business professionals. It summarizes WeCoachThePros, which coaches small to mid-size companies to be more productive, create sales, and grow their business rapidly. Contact information and social media links are provided. The document then lists questions to consider when evaluating networking groups and provides names and websites of specific groups in Houston from various industries including technology, young professionals, and women in business. Meeting and event information is also listed.
The document discusses the importance and benefits of networking. It defines networking as developing and activating relationships to increase business, enhance knowledge, and expand influence. Effective networking is about building strong relationships through trust and credibility over time, not just collecting business cards. Master networkers work their network by giving their undivided attention to others, enjoying helping others, following up on referrals, and maintaining a positive attitude. The key is to network through generosity, not greed, and build a network before needing its support.
Mcwt Sydney Discovering Your Leadership Potentialcharswan
The document discusses leadership in turbulent economic times and provides tips for job seekers. It outlines current economic challenges like job losses and declining markets. It then offers three keys to finding jobs: knowing your strengths, refining your personal brand, and using networks. The document emphasizes the importance of social networking and lists specific sites. It also discusses the five practices of exemplary leadership and provides general tips for networking and seeking help from others.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with their group, guided by an experienced Chair, to thoroughly discuss and problem solve strategic and operational issues through a structured approach. Drawing on the broad experience of its members, ideas are shared and solutions developed that help members gain new perspectives and action plans to advance their businesses and goals. Members report benefiting greatly from the confidential forum and support of their peer group.
1) The document discusses building teams through organizational networking to reduce internal conflict and foster team development.
2) It argues that effective networking involves making connections between people known to the network members for mutual benefit, without expectation of personal gain.
3) Building strong teams requires understanding group dynamics, listening skills, and creating interdependence through respect, trust and cooperation between organizational members.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with 10-12 other executives. They are guided by an experienced Chair to thoroughly discuss challenges, opportunities, and issues. Through this structured process, members develop a range of options and solutions from the group's diverse experience. Members report gaining new perspectives, advice, and action plans to address their most pressing business needs.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with their group, guided by an experienced Chair, to thoroughly discuss and problem solve strategic and operational issues through a structured approach. Drawing on the broad experience of its members, ideas are shared and solutions developed that help members gain new perspectives and action plans to advance their businesses and goals.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with their group, guided by an experienced Chair, to thoroughly discuss and problem solve strategic and operational issues through a structured approach. Drawing on the broad experience of its members, ideas are shared and solutions developed that help members gain new perspectives and action plans to advance their businesses and goals.
Vistage provides private advisory groups for CEOs, executives, and business owners to help improve their business performance. Members meet monthly with their group, guided by an experienced Chair, to thoroughly discuss and problem solve strategic and operational issues through a structured approach. Drawing on the broad experience of its 17,000 global members across industries, members benefit from diverse perspectives and access to a confidential forum to explore all topics, develop options and action plans to advance their businesses and support each other's success.
The Kansas City, Kansas Public Library recently underwent renovations, including new carpet, study rooms, and computer labs. It offers a variety of programs to promote literacy and learning for all ages, such as summer reading programs, storytimes, tutoring, and ESL classes. The library also partners with other organizations in the community and provides meals to children through a food program.
The document outlines plans to expand a summer reading program for youth in Wyandotte County, Kansas. It aims to increase participation to at least 10% of youth by partnering with more summer schools and community organizations, and raising awareness of the program. The expanded program will encourage family involvement and feature themed programs on topics like science, presented by various community entertainers, educators, and organizations. Week-long day camps and overnight camps are also described to incorporate activities like hiking and experiments.
KCK Public Library November events calendarPatricia Brune
The document lists numerous upcoming events at various Kansas City library branches in November, including:
1. A free concert by the Kansas City Jazz Orchestra on November 20th at the KCKCC Performing Arts Center as part of the Bop in the Dotte series.
2. Craft activities for kids and adults, including decorating sugar skulls on November 1st and making stained glass bowls on November 15th.
3. Weekly bird watching sessions on Saturdays in November as part of the Project Feederwatch program to help with global research on bird population changes.
4. Various educational talks, book clubs, classes, and social programs throughout November at different library branches.
The document summarizes activities at various branches of the Kansas City Kansas Public Library in June 2014. It discusses tours and presentations hosted at branches, planning for an upcoming author fair, a reading camp partnership with a daycare, computer lab reconfigurations, one-on-one computer help sessions, new math tutoring sessions, summer concerts hosted, a puppet show attendance of 145 people, science events for kids, and a gardening program attendance of 53 people. It also summarizes speakers and presentations attended by a library staff member at the ALA Annual Conference including meeting civil rights leader John Lewis and speakers on gaming, books, films, comics, and adolescent health.
Piper School District Community meeting with resultsPatricia Brune
This document outlines the agenda and proceedings of a visioning meeting for Piper USD 203. The meeting began with introductions and then discussed where the district has been, what it has learned, and where it wants to go. Presenters provided information on enrollment trends, current facility conditions, and potential options for improvements. Community members provided input through surveys. The Board of Education is considering options like building a new school at 131st and Leavenworth to accommodate growth.
This document contains announcements for various upcoming events at the KCK Public Library, including films, workshops, book clubs, art exhibits, and children's programs taking place in January. Key events include a film about quiltmakers from Gee's Bend, Alabama; quilting workshops led by Sylvia Kenner; and Raptor Days at Wyandotte County Lake celebrating birds of prey. Children's programs include storytimes, a Frozen sing-along, and a class making an ice rink diorama out of paper and cotton.
Public Library February Schedule of EventsPatricia Brune
This document provides information on various upcoming events at local library branches in February. There are many educational programs offered for both children and adults, including storytimes, craft programs, book clubs, computer classes, tax assistance, and more. Museum exhibits, concerts, and movie screenings are also advertised.
The State Library of Kansas provides a variety of resources and services to support early childhood literacy, K-12 education, lifelong learning, and business and career development for all Kansans. It oversees early literacy programs like 6 by 6, Checkup and Check Out, summer reading, and early literacy activity kits. The State Library also maintains a physical collection of federal and state documents, general materials, and periodicals. It offers digital resources like eBooks, online databases, and early literacy software. Additional services include research assistance, grants for libraries, continuing education for librarians, talking books, and interlibrary loan. The State Library aims to improve educational opportunities and quality of life for all residents of Kansas.
The document discusses building an effective nonprofit board. It emphasizes the importance of board engagement and outlines strategies for developing a "power board" that provides leadership, resources, and oversight. These include recruiting the right members, focusing board time on fundraising, strategic planning, and governance, and ensuring 100% participation in giving and fundraising. Effective communication is key to engagement, and the document provides tips for understanding board members' motivations and connecting their passions to the organization's mission.
The board surveyed its 10 members about its strengths, areas for improvement, and expectations. Key strengths included expertise, commitment, and working together. Areas for growth were attendance, fundraising, and community connections. Priorities for improvement were attendance, clear goals, and evaluating board needs. Board members brought skills in areas like leadership, fundraising, and law. Most felt they understood and met expectations as board members. Suggestions for effectiveness included board reports, orientation, and assessment.
Small nonprofit struggling with board recruitment, they also struggle to get the right fit of people on their board. This slide help you to discover how you can engaged your board members in fundraising
This document outlines strategies for building and maintaining an exceptional nonprofit board. It discusses evaluating current board members and identifying any gaps based on skills, networks, fundraising abilities, and diversity. A needs analysis and recruitment plan should then be created to fill those gaps. Key aspects of engagement include setting clear expectations, annual goals, committee roles, and giving/fundraising policies. Board performance and satisfaction should be regularly measured against goals through tools like a dashboard and annual survey to ensure continuous improvement. The overall message is that strong boards are critical to an organization's success and require intentional processes for member selection, engagement, and evaluation.
Getting the Right People on Your Board .pptx.pdfBloomerang
This document discusses how to recruit the right board members and engage them in fundraising. It recommends a three step process for recruitment: identifying needed skills through a board matrix, cultivating candidates, and a formal application process. The roles of board members in fundraising are to give generously themselves, advocate for the organization, and participate in fundraising activities. Staff can support board fundraising by providing education, accountability, and engagement through various cultivation and ask roles that play to each member's strengths. The goal is to make fundraising strategic and motivate board members through choice and follow up.
The document discusses building passion among staff in organizations. It explores how passionate staff can increase passion and loyalty among stakeholders. The panelists will provide a sustainable process for maximizing staff talents for organizational success. They will share their experiences and ideas for programs to implement in associations to harness staff knowledge and experience. Audience response questions gauge participants' knowledge of their organization's mission, strategic plan, and human resources practices. The discussion emphasizes repurposing existing resources and using staff backgrounds to benefit the organization.
The document outlines best practices and legal responsibilities for board members of health centers, including ensuring the organization fulfills its mission, complies with rules, reviews finances, and hires/evaluates the CEO. Effective boards look at the big picture, have a sense of priorities, think before acting, value teamwork, and constantly evaluate themselves. Proper recruitment, training, and evaluations are emphasized for creating an effective board.
The board surveyed its 10 members about strengths, areas for growth, and skills. Key strengths included expertise, business savvy, commitment, and working together. Areas for growth included fundraising, community connections, and inconsistent attendance. Members prioritized increasing attendance and setting clear goals for committees. A variety of skills were represented, including leadership, fundraising, and healthcare. Most members felt they understood and met expectations, though some only somewhat met them or did not. Suggested tools to improve the board included board report cards, assessments, workshops, and opportunities to connect with other members.
Josh helped turn the company culture around and motivate employees through several strategies:
1. He generously praised improvements and good work, both privately and publicly.
2. He empowered employees to work as teams without strict managers, which increased motivation and productivity.
3. He framed ideas as coming from employees to make them feel ownership over projects.
4. He provided indirect feedback on mistakes to have constructive conversations instead of criticism.
5. He highlighted top performers as leaders to motivate others to emulate them.
The document discusses the benefits and responsibilities of becoming a Vistage Chair. It notes that as a successful business leader, you have the experience and skills to mentor other executives as a Chair. As a Chair, you would join an elite group and be able to make a profound impact while also earning a stable income and maintaining a flexible schedule. The document outlines that Vistage will provide comprehensive training and ongoing support to help you build a successful practice as a Chair.
The document discusses the benefits and responsibilities of becoming a Vistage Chair. It outlines 7 key points: 1) As a successful business leader, you have the experience to coach other executives. 2) As a Chair, you will join a prestigious group of leaders and have the opportunity to make a profound impact. 3) You will find deep satisfaction in helping others succeed and will develop excellent executive coaching skills. 4) Vistage will provide extensive support to help you build a successful practice and earn a stable income with flexibility. 5) As a Chair, your impact will extend beyond your group to the employees, customers, and others influenced by the executives you coach.
1) Founders should provide timely, accurate information to the board without surprises and establish two-way communication. They should view the board as a resource to help address problems and enhance the relationship.
2) When selecting a board, founders should look for shared interests but also differences, and leverage directors' networks. They should have the humility to listen to advice but also push back respectfully when needed.
3) Founders should build rapport with at least one director, have a clear plan and metrics to measure performance, and openly declare failures to the board for help addressing issues. They should communicate frequently to maintain an effective relationship and gain the board's confidence.
The document discusses ways to be more than a passive philanthropist by providing assistance beyond monetary donations. It recommends serving on an organization's board of directors or committees to provide time, skills, and leadership. Another suggestion is to actively promote the organization through various communication channels to raise awareness. A further way to help is to act as a connector between the organization and one's network by introducing individuals who could work together. Finally, the document proposes organizing awareness or fundraising events to help grow the organization.
This document provides guidance and best practices for effectively recruiting and engaging young professionals for volunteer and board service. It defines young professionals as those aged 13-33 and discusses their key motivations, such as making an impact, networking and professional growth. The document recommends providing mentorship, leadership opportunities, and networking events to attract young professionals. It also stresses learning the skills needed to work effectively on boards, such as communication, problem-solving and understanding the organization's goals. Sources to find qualified young professionals for boards include local young professional groups and leadership programs.
Volunteering on a nonprofit board can provide valuable skill building and networking opportunities. If you’re considering joining a nonprofit board, or currently serve on a board, you’ll want to attend this session. Karmen has over 20 years of experience working with nonprofits and will share actionable insights on how to be the very best board member you can and what to expect in return for your service to a nonprofit. You’ll find the rewards of board volunteer service quite unique and valuable, and perhaps just the career boost you’ve been looking for. Learn how to apply your professional strengths to board roles and how to use your newly acquired skills to advance your career.
Presented by Karmen Lemke, Director – Wisconsin Public Service Foundation & Manager – Community Relations and Contributions, Wisconsin Public Service Corporation
This document discusses best practices for nonprofit board governance, including recruiting qualified board members, orienting and educating new members, and ensuring board members fulfill their fiduciary responsibilities. It emphasizes the important role of the governance committee in leading these efforts year-round to develop an effective board that can help advance the organization's vision and fundraising goals. Regular board evaluation is presented as key to maintaining a high-functioning team.
Piece Of The Puzzle Board Presentation Finalsummergirl12
The document discusses selecting a new board and provides guidance on important roles, responsibilities, and types of members to include. It recommends considering categories like industry experience, skills, and personality when evaluating potential board candidates. Key responsibilities of the board include setting policies, reviewing budgets, attending meetings, and participating in board development activities. The document also lists important components to include in a board member job description such as committee involvement, understanding strategic planning and finances, and community engagement.
Piece Of The Puzzle Board Presentation Finalsummergirl12
The document discusses selecting a new board and provides guidance on important roles, responsibilities, and types of members to include. It recommends considering five types of people for the board: a company veteran, spiritual advisor, reality checker, industry insider, and fun seeker. These individuals bring different strengths and perspectives. The document also outlines key components to include in a board job description, such as attending meetings, understanding policies and planning, and overseeing budgets. The overall roles of the board are to act as fiduciaries, establish goals, set policies, and oversee finances and management of the organization.
The Secret Thing That Is Holding You Back In Your Nonprofit Career Bloomerang
https://bloomerang.co/resources/webinars/
Mazarine Treyz will talk about exactly how to build trust and make your fundraising office even more effective.
Working with data is a challenge for many organizations. Nonprofits in particular may need to collect and analyze sensitive, incomplete, and/or biased historical data about people. In this talk, Dr. Cori Faklaris of UNC Charlotte provides an overview of current AI capabilities and weaknesses to consider when integrating current AI technologies into the data workflow. The talk is organized around three takeaways: (1) For better or sometimes worse, AI provides you with “infinite interns.” (2) Give people permission & guardrails to learn what works with these “interns” and what doesn’t. (3) Create a roadmap for adding in more AI to assist nonprofit work, along with strategies for bias mitigation.
This report explores the significance of border towns and spaces for strengthening responses to young people on the move. In particular it explores the linkages of young people to local service centres with the aim of further developing service, protection, and support strategies for migrant children in border areas across the region. The report is based on a small-scale fieldwork study in the border towns of Chipata and Katete in Zambia conducted in July 2023. Border towns and spaces provide a rich source of information about issues related to the informal or irregular movement of young people across borders, including smuggling and trafficking. They can help build a picture of the nature and scope of the type of movement young migrants undertake and also the forms of protection available to them. Border towns and spaces also provide a lens through which we can better understand the vulnerabilities of young people on the move and, critically, the strategies they use to navigate challenges and access support.
The findings in this report highlight some of the key factors shaping the experiences and vulnerabilities of young people on the move – particularly their proximity to border spaces and how this affects the risks that they face. The report describes strategies that young people on the move employ to remain below the radar of visibility to state and non-state actors due to fear of arrest, detention, and deportation while also trying to keep themselves safe and access support in border towns. These strategies of (in)visibility provide a way to protect themselves yet at the same time also heighten some of the risks young people face as their vulnerabilities are not always recognised by those who could offer support.
In this report we show that the realities and challenges of life and migration in this region and in Zambia need to be better understood for support to be strengthened and tuned to meet the specific needs of young people on the move. This includes understanding the role of state and non-state stakeholders, the impact of laws and policies and, critically, the experiences of the young people themselves. We provide recommendations for immediate action, recommendations for programming to support young people on the move in the two towns that would reduce risk for young people in this area, and recommendations for longer term policy advocacy.
Monitoring Health for the SDGs - Global Health Statistics 2024 - WHOChristina Parmionova
The 2024 World Health Statistics edition reviews more than 50 health-related indicators from the Sustainable Development Goals and WHO’s Thirteenth General Programme of Work. It also highlights the findings from the Global health estimates 2021, notably the impact of the COVID-19 pandemic on life expectancy and healthy life expectancy.
Preliminary findings _OECD field visits to ten regions in the TSI EU mining r...OECDregions
Preliminary findings from OECD field visits for the project: Enhancing EU Mining Regional Ecosystems to Support the Green Transition and Secure Mineral Raw Materials Supply.
UN WOD 2024 will take us on a journey of discovery through the ocean's vastness, tapping into the wisdom and expertise of global policy-makers, scientists, managers, thought leaders, and artists to awaken new depths of understanding, compassion, collaboration and commitment for the ocean and all it sustains. The program will expand our perspectives and appreciation for our blue planet, build new foundations for our relationship to the ocean, and ignite a wave of action toward necessary change.
Jennifer Schaus and Associates hosts a complimentary webinar series on The FAR in 2024. Join the webinars on Wednesdays and Fridays at noon, eastern.
Recordings are on YouTube and the company website.
https://www.youtube.com/@jenniferschaus/videos
Combined Illegal, Unregulated and Unreported (IUU) Vessel List.Christina Parmionova
The best available, up-to-date information on all fishing and related vessels that appear on the illegal, unregulated, and unreported (IUU) fishing vessel lists published by Regional Fisheries Management Organisations (RFMOs) and related organisations. The aim of the site is to improve the effectiveness of the original IUU lists as a tool for a wide variety of stakeholders to better understand and combat illegal fishing and broader fisheries crime.
To date, the following regional organisations maintain or share lists of vessels that have been found to carry out or support IUU fishing within their own or adjacent convention areas and/or species of competence:
Commission for the Conservation of Antarctic Marine Living Resources (CCAMLR)
Commission for the Conservation of Southern Bluefin Tuna (CCSBT)
General Fisheries Commission for the Mediterranean (GFCM)
Inter-American Tropical Tuna Commission (IATTC)
International Commission for the Conservation of Atlantic Tunas (ICCAT)
Indian Ocean Tuna Commission (IOTC)
Northwest Atlantic Fisheries Organisation (NAFO)
North East Atlantic Fisheries Commission (NEAFC)
North Pacific Fisheries Commission (NPFC)
South East Atlantic Fisheries Organisation (SEAFO)
South Pacific Regional Fisheries Management Organisation (SPRFMO)
Southern Indian Ocean Fisheries Agreement (SIOFA)
Western and Central Pacific Fisheries Commission (WCPFC)
The Combined IUU Fishing Vessel List merges all these sources into one list that provides a single reference point to identify whether a vessel is currently IUU listed. Vessels that have been IUU listed in the past and subsequently delisted (for example because of a change in ownership, or because the vessel is no longer in service) are also retained on the site, so that the site contains a full historic record of IUU listed fishing vessels.
Unlike the IUU lists published on individual RFMO websites, which may update vessel details infrequently or not at all, the Combined IUU Fishing Vessel List is kept up to date with the best available information regarding changes to vessel identity, flag state, ownership, location, and operations.
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Table of Contents
Introduction
Step 1: Build a Board You Can Be Proud Of
5 Keys to Building Your A-Team Board
10 Questions to Ask a Potential Board Member
5 Questions Future Board Members Should Be Asking You
5 Keys to Effectively “Onboarding” New Board Members
Step 2: Lead Your Board with Intentionality and Purpose
5 Characteristics of a Powerful Board
5 Simple Ways to Instantly Improve Your Next Board Meeting
Step 3: Equip Your Board to Become Fundraising Superheroes
5 Reasons Why Your Board Is Not Fundraising
5 Ways to Help Board Members Overcome Their Fundraising Fears
5 Steps to Turn Your Board Members into Fundraising Superheroes
Conclusion
Next Steps
About the Author
Recommended Resources
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INTRODUCTION:
The Board Your Nonprofit Needs
Few things are more critical to your nonprofit’s health, success and sustainability than an effective board of directors. Your board can make or break your nonprofit’s success. That’s why it’s crucial to gather the right people for the task.
For many nonprofits, the board is merely a formality, giving very little tangible or consistent assistance. Nonprofits in that situation are missing out on crucial leadership and exposure. If that’s the state of your nonprofit today, don’t give up hope! With this guide, you can create the board you need.
Recruiting, building, managing and engaging a leadership team made up solely of volunteers is one of the most ambitious, delicate and daunting responsibilities a CEO or executive director will have. To build a board you can be proud of, you need to consider the type of people who can champion your nonprofit’s mission―and then seek them out.
Where do you start?
In the next few pages, we’ll walk through everything your nonprofit should know when it comes to building, leading and equipping your board.
If you’re ready to build a powerful nonprofit board that plays a valuable role in achieving your organization’s mission, let’s get started…
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STEP 1:
Build a Board You Can
Be Proud Of
When we think about having a great board of directors, it can be tempting to fantasize about having lots of big-name powerhouses who could write large checks. Although the money would be nice, in reality, these people may have no real connection to your cause―and money can’t cover that gap.
The ABCs of donor prospecting―access, belief and capacity―all apply to board recruitment. You need to have access to these individuals. They need to believe in your cause. And while we typically think of capacity as their giving potential, instead consider it as a board prospect’s availability to commit time and talents to your organization.
Other qualities to search for in a board member include a willingness to engage, personal connection to your cause, network of key contacts, capacity to give, prior board experience and specialized expertise.
HOW TO BUILD AN A-TEAM BOARD
How do you make it happen? Here are five steps to an A-team board:
Step One: List who you want to serve. Who are the current or up-and-coming movers and shakers in your community and your sector?
Step Two: Determine accessibility. Do you currently have access to them? And if not, who can make the introduction? Is there another board member, a donor or a community leader who might be able to make the connection? Do you have mutual connections on LinkedIn that help you get the introduction?
Step Three: Identify that they truly care about your cause. Nothing trumps passion. Their passion is what will open the doors to their network, inspire them to make stretch gifts and keep them engaged.
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Step Four: Make sure they can commit. Next to their passion for your cause, the single greatest predictor of your success with new board members is their clear understanding of the responsibilities of board service. Too often we fail in this regard. Eager to fill a vacant seat or secure a well-known name, we fail to clearly communicate expectations of service, especially fundraising expectations, and we end up with a recipe for churn and failure.
Step Five: Cultivate them if it’s not the right time. Not every board prospect will be ready to commit when you are. Most won’t. You’ve got to cultivate their engagement in your cause so you are next in line and able to move them to your board as soon as their commitment allows.
Keeping the ABCs of donor prospecting in mind as you take all these steps will help you build the powerhouse board you need with A-Team members who will make your nonprofit successful.
YOU HAVE PROSPECTIVE BOARD MEMBERS . . . NOW WHAT?
Let’s say your organization has identified a strong board prospect. You’ve taken some key next steps to further engage them in your mission and you’re ready to discuss board service. Congratulations! The stage you are in right now is a lot like being on a job interview, and you need to remember the old adage: interview them as much as they are interviewing you.
Ten Questions to Ask a Potential Board Member
So what kind of questions do you need to ask them? Here are ten questions you can (and should) ask every prospective board member:
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What makes our mission meaningful to you?
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What are some of your prior board leadership experiences?
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What skills, connections, resources and expertise do you have to offer and are willing to use on the behalf of the organization?
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Do you have any worries or concerns about joining the board?
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Do you have personal aspirations that could be enhanced by board service?
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How much time a month can you commit to meetings and serving the mission?
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What motivates you?
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What are your expectations from the management of the nonprofits where you’ve served as a board member?
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Are you willing to make a financial commitment that is a stretch?
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How important is socially interacting with other members?
Five Things Potential Board Members Should Be Asking You
By the same token, you should be prepared for your prospective board member to ask you some critical questions too! They may ask about the board’s weaknesses, what your expectations are and what makes your organization unique. Below are some questions you want to be able to answer about the organization.
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Who is on the board now? How did they get there?
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How long are the terms? How many people are required for a quorum?
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What committees exist? Who is on them? Are they active?
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What do the financial statements look like? What is the annual operating budget? What are the top revenue streams and the largest expense categories? Is there a deficit? Does the organization have an annual audit and has it consistently been in good standing? Are there any outstanding legal issues going on with the agency?
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What are the responsibilities of board members? Is the board well staffed with an existing leadership who are eager and capable of moving into new leadership roles on the board?
As you interview the potential board members, elaborate upon the opportunity and rewards of service. Be genuine when you discuss the support board members receive. Don’t be tempted to downplay your expectations to recruit a noncommittal “big name” board member.
A Good Rule of Thumb: Try Before You Buy
While you may have taken the proper steps to vet potential members on the front end, there will be times when a board member simply isn’t the right fit. So you might want to try someone out before making the commitment. There are lots of meaningful ways for folks to leverage their engagement, support your organization and bring in more donors without occupying a board seat.
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Traditionally, organizations have placed these individuals in a perpetual parking spot known as the “advisory board,” which is reserved for big name individuals who don’t have the willingness or capacity to serve on the board. Their names appear on the letterhead but other than receiving an annual report there is little interaction. Organizations are better served engaging with these individuals strategically to leverage their networks to widen the organization’s circle of friends. A great example of this is a Leadership Council where members commit to an annual gift amount of $2,000 and to bringing 25 individuals into the organization to experience its events or programs.
Another great solution is to test someone interested in board service with a committee role first, whether a short-term ad hoc committee or a standing committee. Both you and your committee member get to try-on service and make sure it’s a good fit for each of you before any appointment is made.
HOW TO “ONBOARD” NEW BOARD MEMBERS
Onboarding a new board member starts them off on the right foot with board service and sets the tone for a great tenure. They can start making an impact sooner, and it sets them―and the whole board―up for success. While it might be an obvious statement, it’s important to remember that the overall effectiveness of a board member is directly connected with how intentional we are with integrating them into our organization.
Five Steps to Effective Onboarding
If you want to maximize your opportunity to onboard a new board member, here are five important steps to consider:
Step 1: Give them a 1:1 orientation. Ideally, this is done with the board chair and the CEO or ED at the organization’s offices. It includes a tour, meeting the staff and sitting down to review the board contract.
Step #2: Match them with a board buddy. Match your new board member with a seasoned member to help them adjust to the new role. Not only does this help your new board member get up to speed faster and eliminate feelings of intimidation being the new kid on the block, but it also satisfies one of board members’ most common reasons for joining a board: socializing and networking with peers.
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Step #3: Provide them with a board handbook. A comprehensive board handbook is a great tool to educate your members about the organization and empower them to serve. Some core components to include:
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Organizational information (case statement, current newsletter, staff roster, program overview, development plan, bylaws and budget)
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Board information (board contract, board roster, meeting schedule, current strategic plan, committee overview, chairs and members)
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Meeting materials (schedule of meetings, agendas and minutes)
Step #4: Host a welcome reception. If you’ve got a new slate of board members joining at once, this is a great way to introduce them to the rest of the board, staff, donors, clients and community leaders.
Step #5: Announce it publically. Send a press release announcing your new board members to your local newspaper and business journal. Most have an “On the Move” section, and this is a simple, free way to get publicity for your organization and your new board member.
Taking these steps will make a tremendous difference for your new board members. They will appreciate your efforts to get them acclimated to the board and their new responsibilities. And
you’ll notice the difference when they are quickly making a marked difference for your organization and mission.
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STEP 2:
Lead Your Board with
Intentionality and Purpose
When we think about cultivating great board members, most people think about big names and big wallets. But there’s a lot more that goes into a great board member, such as a connection to your cause, the ability to give, prior board experience, a strong network of key contacts and an area of specialization, knowledge or influence that could help the organization.
WHAT DO GREAT BOARD MEMBERS HAVE IN COMMON?
While you definitely want board members who are community and business leaders with significant giving capacity, the most important thing by far for your success is that board members have a clear understanding of their responsibilities as board members.
If you want to lead your board effectively, here are five common traits to develop and cultivate:
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They hold themselves and the organization accountable. Board members should be constructive partners in achieving the organization’s mission.
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They are genuinely passionate about the mission. There is no substitute for passion. Passion trumps everything. Studies show that not only does passion rub off on others and increase their happiness levels, it is also one of the primary traits making leaders successful.
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They open doors to new donors and make a personal gift. If your board members haven’t given of themselves why should anyone else give?
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They are focused on fulfilling the mission and see the big picture. It’s easy for organizational attention to drift away from the mission but a strong board maintains a laser focus on fulfilling the mission.
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They ask tough questions. Great board members provide perspective, ask for updates from the field and offer objective analysis to support and expand your staff’s reach and impact. They don’t shy away from thoughtful questions such as: “Are we spending and raising money according to plan?” They’re also open to self-reflective questions about the value the board is contributing to the organization.
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These traits make a board member invaluable to the organization. But such members are made, not born―you can develop great board members through training and coaching.
Use these traits to help your board members grow into a powerhouse team that will make a significant difference for your organization’s mission.
Your powerhouse board members are likely leaders in their organizations, community and churches. These are exactly the people you need to make your organization a success!
FIVE SIMPLE WAYS TO INSTANTLY IMPROVE YOUR NEXT BOARD MEETING
Do your board members a favor: Shake up your board meeting format to energize your members and help them engage for the good of your organization. Here are five ways you can change your next meeting:
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Take a 5-minute break to call donors to thank them for their gifts. Your donors perceive your board to be the highest form of leadership and authority in your organization. At every board meeting, take a five-minute thank-a-thon break and give each board member a handful of donors to call. Be sure to list gift amounts and any background information that will help your board members connect with the donor. Include a few sample lines of what to say in the call. Then sit back and let the magic happen! Not only will this make your board members feel the joy of fundraising and dramatically increase their connection to donors, but this also has an overwhelmingly positive impact on donor retention.
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Include a short personal testimony from a client or have a staff person describe a day in on the front lines. Hearing a personal story of how your organization made a difference recently fuels your board members’ passion for the cause and gives them a toolkit of powerful stories from the front lines to share on fundraising visits.
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Have a board member describe the mission and why it’s meaningful to them. This reconnects your board members with why they are serving and inspires everyone in the room. Encourage your board members to share an accomplishment they’re proud of. It is a great way to spotlight their engagement with your organization and let them do the talking.
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Throw out Robert’s Rules of Order. Your board is not a parliament. Don’t be afraid to have simple voting when you need to and ditch the formalities. Create agendas driven by goals
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and outcomes. Board members get tired of the same old committee reports, motions and votes. Change it up to be outcome driven.
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Make time for strategic conversations. Plan a board retreat for an extended time to tackle an interesting item you’ve wanted to explore. Split board members into small groups or pairs to tackle the problems and report their findings.
You could even dedicate one board meeting to discussion by splitting your board members in pairs to develop solutions and reconvene to share ideas. Try tackling one topic each meeting or every other meeting.
Another idea might be to host a fireside chat with the CEO. Set aside 10 minutes for the board to interview the CEO about what is on their minds, what they are most excited about or what’s keeping them up at night.
By implementing these ideas, you’ll freshen up your typical board meeting. Your members will appreciate the new approach. The effectiveness of their efforts will multiply for the good of your mission and those you serve.
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STEP 3:
Equip Your Board to Become
Fundraising Superheroes
On the scale of top fears harbored by the general public, fundraising is near the top of the list. I’d say that’s about right. Ninety-nine percent of the nonprofit professionals I meet are frustrated by their board’s unwillingness to raise money. After 20 years in this industry, I have only met one person who boasted that she had a strong fundraising board.
FIVE REASONS WHY YOUR BOARD IS NOT FUNDRAISING
Do you ever think about why your board members don’t want to fundraise? Here are five reasons:
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They believe that’s the only reason you asked them to serve. Without the right expectations and training, your board members might feel like their primary role is to ask people in their sphere of influence for money. The last thing you want is for board members to feel like you’re using them for their monetary connections.
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They’re afraid to make the ask. Some board members are natural salespeople. Others, however, might find asking for money difficult because they don’t know what to say or feel like they’re begging people to support your organization.
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They lack information or insights to help them. Many board members lack ability to fundraise because they don’t feel confident talking about the organization, its mission or the programs.
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They worry they will be rejected. What happens if they put themselves out there and get a no? Some board members might be afraid to fundraise because they’re afraid of feeling like a failure if someone rejects their request.
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They lack the right perspective. Some board members might feel they are doing something terrible by putting a donor on the spot and in the hot seat. They forget that the ask they are ultimately making isn’t for you or the organization, it’s for the person whose life will be impacted through your organization.
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These are the reasons why fundraising is the “f-word” to many board members. But there is one solution to each of these fears: You. As nonprofit leaders or professional fundraisers, it’s our responsibility to set board members up to win.
HELP YOUR BOARD MEMBERS OVERCOME THEIR FUNDRAISING FEARS
How we invite our board members to be a part of fundraising is everything. Consider your invitation. Asking a stranger to open up their wallet and write a check can sound scary. Spending quality time getting to know a community leader, or entrepreneur, and what they are passionate about sounds like a lot more fun.
The first step in getting board members to be excited about fundraising is framing it the right way. Here are five ways to help board members overcome some of the awkwardness and fear:
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The world is full of generous people who want to give. For proof they need not look any further than the recent ALS Ice Bucket challenge.
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95% of fundraising is cultivation. The ask is the shortest part and literally takes minutes. Help your board members keep from being overwhelmed.
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Donating money is a pleasant experience that feels joyous to the giver.
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Remind them that they are just sharing their passion. They are just trying to help make the world a better place.
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Being asked makes donors feel important. Remind your board members that being asked to give isn’t always a nuisance.
HOW TO TURN BOARD MEMBERS INTO FUNDRAISING SUPERHEROES
Once you’ve helped board members overcome the initial shock of fundraising, it’s time to turn them into fundraising superheroes. Here’s how:
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Cultivate them just like you would a major donor. Your board members can be one of the most valuable assets for your organization if you treat them that way.
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Get them up close to the mission to see and feel it in action. When your board members see the impact your organization firsthand, they gain a whole new perspective and purpose when it comes to asking others to support your cause.
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Give them meaningful, tangible work. Empower your board members to become a significant part of your development strategy. However, you don’t want to put too much on their plate. A good rule of thumb is to never have more than three donor prospects to manage at a time.
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Make them feel like active contributors. Let them be the heroes of your story.
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Build their confidence in fundraising. One simple way to do this is by having them make phone calls to thank donors personally for their gift.
The winning formula is simple: Board members feel connected + they get inspired by your work and your need = they want to have an impact and engage others.
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CONCLUSION:
Make Your Dream Board a Reality
It’s time for your nonprofit to benefit from a powerhouse board of directors. Assessing the type of board members you need, and then actively seeking them out, will help you begin to build a board you can be proud of. But just gathering the right people isn’t enough―they need to be coached. If you invest in them intentionally and purposefully, your board will conquer their fundraising fears and become fundraising superheroes.
This is your dream board! And you can make that dream a reality by implementing the tips, tools and ideas provided here. With a bit of work and dedication on your part, you can have the board of directors you’ve always wanted―and your nonprofit has always needed for its greatest success.
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Connect with Us Today
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Contact us to discuss your organization’s fundraising needs.
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About the Author
RACHEL MUIR serves as Vice President, Training Services at Pursuant. An expert consultant, trainer and presenter with over 20 years’ fundraising experience, Rachel’s career spans launching and running successful nonprofit organizations, leading an online fundraising consulting practice and managing major gift portfolios for some of the country’s largest and most successful nonprofit brands.
When Rachel was 26 years old, she launched Girlstart, a nonprofit organization to empower girls in math, science, engineering and technology in the living room of her apartment with $500 and a credit card. Several years later she had raised over 10 million dollars and was featured on Oprah, CNN and the Today Show.
You can connect with Rachel on Twitter, LinkedIn or by visiting our training center, Pursuant Labs.