‘Never waste a good crisis’ is an adage that I only recently discovered and is highly relevant today. Although it undoubtedly sounds callous at first, its translation is people should always seize the opportunity that crises present to energize the stagnant parts of their lives. That is, we must recognize that among the chaos in every disaster there are instances when we can repair or improve personality traits, relationships, skills, weaknesses or other aspects of our lives we previously did not realize needed fixing.
Charities and community organizations can also live by this truism by using the turbulence generated by calamities like the Covid-19 Pandemic to assess and pinpoint exactly what systemic issues prevent them from making greater progress towards their mission. From that exercise, organizations can develop and implement strategies that address those issues, advance their service capacity and maximize the impact of their work.
One systemic element with which many charities struggle is board member participation in fundraising activities as donors, solicitors and volunteers. For many organizations, the level of board member involvement ranges from sporadic support to total apathy to outright hostility towards anything related to fund development. Since they are the guardians of their charity, such negativity can tragically pervade the entire organization and undermine the pursuit of their missions.
Anti-fundraising sentiment is not necessarily the fault of the board as there are several contributing factors. Yet we can use this turbulent occasion to boost possibly the biggest factor – stewarding relations with each board member. Complacency, boredom and a lack of affinity with their organizational mission are common symptoms that emerge when board member stewardship is not practiced. Taking steps to reverse them during this Pandemic would be a highly proactive use of time that can enhance an organization’s long-term sustainability.
Stewardship is the cornerstone of robust fundraising programs because it is the main tool charities use to build loyal and passionate donor bases. Here are some ways charities can engage new board members and energize long-serving board members during the Covid-19 Crisis and regard them as the first strides towards establishing a permanent donor stewardship system:
1) Have the Board Chair personally contact each board member privately for a ‘wellness check’. A private conversation to gauge each board member’s awareness of their charity’s impact and affinity for the mission. The Chair should also ensure that each board member is happy with their current role or if they prefer a different task. Assure each board member that they will receive any support they need to improve their governing experience. Above all, the Chair must thank each board member and remind them of the progress that their efforts achieved.
2) Organize a virtual ‘pep rally’ for all current and past board members. Invite other stakeholders like clients and volunteers within the organization as well to participate in a virtual celebration where everyone may share stories, offer positive thoughts and acknowledge the tremendous work of one another. A dialogue moderator should be appointed to ensure the discourse remains friendly and upbeat. Ultimately the objective is to instill new board members with a sense of connection with the mission.
3) Schedule a special ‘mission-focused’ virtual board meeting. Separate from regular board meetings and like a pep rally, this session’s purpose is to reconnect long-serving board members and acquaint new board members with the importance of their organization’s mission. The key is generating reflective dialogue about their organization’s impact and working together to chart the future course towards achieving the mission.
4) Encourage mentorship between long-serving and new board members. Senior (and past members) can use their experience, passion and insight to guide newcomers so they develop a connection to the mission, set realistic expectations and grow into their role as governors.
5) Introduce board members with clients and others who benefit from the organization’s programs. By acquainting board members with people who have experienced the impact of the organization’s outcomes, they can gain a true understanding of the importance of its work. The focus is not simply to ‘tug on the heart strings’, but to galvanize board members with a unified commitment towards realizing the mission.
6) Introduce board members with community partners. Help board members get to know key community partners like other charities, local government agencies, school boards, service clubs, church groups, business improvement associations and other collaborators who work with the organization to create positive change. Interactions of this type would foster a deeper sense of understanding of the bigger picture and their organization’s link in the overall chain of supports addressing a common cause.
7) Allow disenchanted board members to resign on their own terms. Quite often board members who are disengaged and not ‘pulling their weight’ are hesitant to submit their resignation for fear of disappointing others or other repercussions. Connecting with them privately during this Crisis would provide them with the opportunity for them to step away gracefully and without any hard feelings on either side of the table. Despite the vacancy, their removal may strengthen the team chemistry among remaining board members.
Taking the time to steward relations with board members is critical because it solidifies the organization’s leadership and their commitment towards it mission. With a properly stewarded board, the charity is better prepared to establish an effective donor stewardship system where all contributors want to do all they can to make their community a better place.
Stay Well,
Mike Paquet
