Eight Ways to Get the Board Decisions You Want
They changed WHAT? To THAT?
You wrote the best fundraising strategy EVER. If implemented, the organization would have the
money it needs for current programs and planned initiatives. But the document disappeared into a
black hole for months and the board approved something quite different. In your professional
opinion, there’s no way the revised strategy could produce the desired resources.
Your board of directors was probably trying to do its job as best it could, in the best interests of
the organization. They didn’t mean to make life difficult for you, or harm the organization. So
what went wrong?
In all likelihood, the board members did not feel they had been supported well enough to make a
good decision. They may have felt very uncomfortable voting on something outside of their
expertise – but they are asked to make numerous decisions at every board meeting and often feel
that any decision is preferred to no decision. They understand that many issues are time-sensitive.
And, sometimes, that means a group of intelligent, well-meaning people makes foolish changes.
What can you do to support them better next time? Here are eight ways.
1. Agenda Clarity: Provide a wording that helps them know what action will be expected
of them. If the agenda is not divided into decision, discussion and information items,
ensure the agenda item clarifies which this is. An item of “fundraising strategy” doesn’t
tell them – put a verb like discuss or approve in front. Busy directors pay considerably
less attention to information items. Most want to be well prepared to discuss and/or vote
(and if yours don’t, that’s a much larger problem).
2. Time: Check when the board package is being made available, and make sure your
document is included, and matched up to an agenda item. Such packages need to be
available online, or received in hard copy, at least a week in advance; two is better.
Separately, and especially if you are proposing major changes in how revenues are
generated, can you provide a discussion paper first? The board could talk about revenue
types at one meeting. You could learn about their comfort level, preferences and need for
more information. You then come back with a decision document for the next meeting. It
saves you pursuing a fundraising type they clearly won’t support, and gives them time to
reflect. Reflection time makes most people more relaxed and more able to make high
quality choices.
3. Champion: Who will lead the discussion on this item? If the board has a fundraising,
development or other such committee, coach that chair on the key messages and critical
aspects of the strategy, or provide briefing documents. If that position does not exist, find
out who will lead and help them. It may be your Executive Director. Ask to attend to
answer technical questions at the board meeting. If possible, directly or through the
Executive Director, make sure the chair of the board also understands the importance of
the strategy as a consistent whole. Answer questions at the meeting in a fully professional
manner without getting defensive or making directors feel stupid (yes, this does happen).
4. Context: Make sure the fundraising strategy document puts the strategy in the context of
decisions the board has already made, such as the strategic plan, fundraising policies,
ethical values and the budget. You want them to see your strategy as a logical next step,
not a stand-alone initiative. Remember to keep the document at a strategic level; giving
operational details invites micro-management. However, giving more external
information is highly desirable. Reflect key relevant changes in your community, such as
major campaigns by similar organizations and changes in general income and
employment levels.
5. Communication Style: Help the directors understand the depth of knowledge it took to
develop this strategy. Make it evidence-based—as a development professional, you know
the return on investment from galas versus planned giving much better than the average
director, so tell them. You also know more about what your donors say they will support,
and what makes people want to give (and at what level). Make the information stand out
through graphs, charts and other visually attractive means.
6. Options: The board has been elected to make decisions for the organization. Are there
some parts of the strategy where there are several realistic choices? Are there parts that
require a variance from, or a change to, fundraising policies? Show what options you
considered, how you analyzed them and why you recommend what you chose. Explain
the consequences if they pick a different option.
7. Risk: A key role of directors is risk oversight. That doesn’t mean risk avoidance, but it
does mean rational understanding of the degree of risk, chance of harm and how risk is
being managed. In the document, show the risk level for each type of fundraising,
including how you have assessed it and what will be done to reduce risk or mitigate harm.
This can be done at a minimal level for ongoing fundraising activities, but if you are
moving into territory that is new for your organization, tell them more.
8. Understanding: Go through a mental exercise of putting yourself in their shoes. You
might use a board decision support document from another part of the organization, one
you know little about. Would you feel comfortable approving what it recommends? Why
or why not? Can you even tell what decision is recommended? I’ve seen boards left to
make decisions on highly technical topics having been given raw data, poor or no
analyses and no recommendations! When staff members complain about the quality of
board decisions, sometimes (not always) they should look in the mirror.
The board may still alter what you recommend, but they will notice your good decision support.
They should respect your professionalism and judgment. That can only help with future
decisions—and your career.
Jane Garthson is a leadership consultant based in Toronto, serving nonprofit boards, senior
management and communities since 1992. See www.garthsonleadership.ca for more information.
Her article on Effective Board Decision-Making is included in the You and Your Nonprofit
Board book, just published by Charity Channel. Buy it at http://amzn.to/12bIBBX.