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What do you do if your communication with philanthropy board members is ineffective?

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Effective communication is essential in philanthropy, especially when interacting with board members who guide the mission and strategic decisions of an organization. If you find that your messages are not getting through or that discussions are not leading to productive outcomes, it's crucial to reassess your approach. Miscommunication can lead to missed opportunities, strained relationships, and a lack of progress towards your philanthropic goals. To ensure you're heard and understood, it's necessary to identify the root cause of the communication breakdown and take proactive steps to address it.

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1 Assess Needs

To begin addressing ineffective communication with philanthropy board members, start by assessing their needs and preferences. Each member may have different expectations regarding the frequency, medium, and style of communication. Some might prefer detailed reports, while others may only require executive summaries or verbal updates. Understanding these preferences can help tailor your communication approach to each individual. Additionally, consider the board's collective needs, such as the level of detail necessary for decision-making or the preferred format for presentations. By aligning your communication methods with their needs, you increase the likelihood of engaging board members effectively.

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Donna Beck CTC,MCC,DS

Blog: Life Times Three Living With LBD
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Current Board Members usually recommend people they know; start with this connection. Share your question and ask their opinion. If inactive, ask who they suggest you contact. Profit or Not, both business entities function with similar business systems and procedures. Suggestion or Concern, try to explore the history of any similar action request, practice or procedure through previous Board Minutes looking for related actions taken, recommended or why it was set aside. If you're trying to recommend an action or procedure, use their past info to support; two additional resources for research practices, procedures, decision making are online at reputable resources including USDA.gov and also councilofnonprofits.org

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2 Clarify Goals

Ineffective communication can often be traced back to unclear goals. Ensure that both you and the board members have a mutual understanding of what you're trying to achieve together. This involves not only clarifying the end goals but also setting clear objectives for each interaction. Whether it's securing approval for a new initiative, discussing budget allocations, or strategizing for fundraising events, having well-defined goals for each meeting or correspondence will focus the conversation and drive productive outcomes. When everyone is on the same page about the objectives, communication becomes more targeted and effective.

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Barron J. Damon
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To improve communication with philanthropy board members, it's crucial to first assess their individual and collective needs. Understand that each board member may have unique preferences regarding the frequency, medium, and style of communication. While some might appreciate in-depth reports, others could prefer concise executive summaries or verbal briefings. Additionally, consider the collective needs of the board, particularly the level of detail they require for decision-making and their preferred presentation formats. Tailoring your approach to meet these specific preferences ensures that your communications are both effective and engaging, helping to foster a more productive relationship with the board.

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3 Open Dialogue

Creating an open dialogue is paramount in overcoming communication barriers with board members. Encourage a two-way conversation where feedback is not only welcomed but sought after. This can involve asking for their opinions on specific matters, inquiring about any concerns they might have, and being receptive to their suggestions. Facilitating an environment where board members feel comfortable expressing their thoughts can lead to more meaningful exchanges and a deeper understanding of their perspectives. Moreover, an open dialogue fosters trust and respect, which are critical components of successful communication.

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4 Review Methods

If communication remains ineffective, it may be time to review and possibly revamp your methods. Traditional means like emails and reports might not be sufficient or engaging enough. Consider incorporating more dynamic tools such as visual presentations, interactive sessions, or even social media platforms for more informal updates. Additionally, evaluate the frequency of communication; perhaps board members are overwhelmed with information or, conversely, feel out of the loop. Adjusting the methods to ensure that information is conveyed in an accessible and compelling manner can greatly improve communication effectiveness.

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5 Provide Training

Sometimes the issue with ineffective communication lies in a lack of understanding of philanthropic concepts or terminology among board members. Providing training or educational resources can bridge this gap. Workshops on philanthropic trends, briefings on legal or financial aspects of philanthropy, or even glossaries of commonly used terms can empower board members with the knowledge they need to engage more effectively in discussions. When board members feel confident in their understanding of the subject matter, they are more likely to participate actively and constructively.

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6 Follow Up

Lastly, always follow up after meetings and discussions. This not only ensures that any decisions made are being acted upon but also reinforces the importance of the issues discussed. A simple email summarizing key points and action items, or a phone call to address any lingering questions, can go a long way in maintaining clear and effective communication. Follow-ups demonstrate your commitment to transparency and accountability, which can strengthen your relationship with the board members and enhance overall communication.

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Shelley A. Davis

C-Suite leader; Expertise in philanthropy and public policy; Dedicated to social equity. All opinions and posts are my own.
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Effective communication between CEO <=> the Board of Directors is a two-way street. CEO <=> Foundation Board communication is essential to the long term success of the CEO and the organization. The CEO should ask each board member for feedback. The Board must have an agreement to contribute to the success of the CEO and thus provide constructive, achievable feedback. For example, we (the Board) prefer receiving CEO reports once a month with a 50/50 balance of internal administrative business and grantee stories. Another example could be a note from the Chair that could say, thank you for your most recent CEO report. I'd like to understand more about X administrative issues and Y grantee challenges.

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7 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Maryann Kerr, MA Leadership ????

Chief Executive Officer | Certified Leadership Coach
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Sometimes we need to define what we mean by effective. Any communication requires both parties demonstrate respect for each other’s areas of expertise. Board members are not necessarily experts in nonprofit management. They may be lawyers or accountants or bankers or HR professionals — with expertise that makes them excellent board members. They are shown respect for what they bring to the table. This must be equally true from board members to social impact sector professionals.

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Barron J. Damon
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In enhancing communication with philanthropy board members, consider the timing and context of your updates, ensuring they align with key decision-making periods. Integrating feedback mechanisms also proves vital, allowing board members to contribute to refining communication strategies, making them feel more engaged and valued. For example, adapting financial report formats for clarity can lead to more efficient board meetings, showcasing the importance of responsiveness and adaptability in board interactions. These strategies not only meet board preferences but also bolster the overall effectiveness of board communications, aligning more closely with organizational goals.

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What do you do if your communication with philanthropy board members is ineffective?

1

2

3

4

5

6

7

1 Assess Needs

2 Clarify Goals

3 Open Dialogue

4 Review Methods

5 Provide Training

6 Follow Up

7 Here’s what else to consider

Philanthropy

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What do you do if your communication with philanthropy board members is ineffective?

1

2

3

4

5

6

7

1 Assess Needs

2 Clarify Goals

3 Open Dialogue

4 Review Methods

5 Provide Training

6 Follow Up

7 Here’s what else to consider

Philanthropy

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