Your board members have varying fundraising priorities. How can you unite them to form a coherent strategy?

The first step in uniting board members is to clearly identify and articulate our shared fundraising goals. From my experience, it’s essential to establish a common vision that aligns with the conglomerate’s overall strategic objectives. This involves setting specific, measurable, achievable, relevant, and time-bound (SMART) goals. For instance, if the goal is to raise capital for expansion into new markets, it’s important to define the target amount, timeline, and expected outcomes. By aligning everyone around these goals, we create a foundation for a coherent strategy.

I encouraged diversity in thinking, that strengthens successful outcomes. Having a common goal is what will keep people working together. There can be different streams of effort happening at the same time, as long as everyone is working in the same direction. Regular check, ins and listening sessions are important to tackle challenges early. Don’t forget to acknowledge the successes along the way!

There's actually a Step 0 for this one ... The Pregame. Evaluate what you already know about the passion areas of each board member. Start with distilling each of their respective desired states down in just a word or two on a page. Expand each desired state into areas of potential impact. Ex: if "100% school attendance" was the desired state, it expands to: - building motivation in kids - educational growth - transportation resources for families - improving agency in parents Identify "close enough" commonalities in ways the board can be collectively impactful. There will always be 1 or 2 members off beat. Plan for this with talkers that bridge where you want to go and where they are, their colleagues will do the rest.

Exactly the vision, mission and objectives are the core guiding and overaiding instruments of any organization. Therefore the board and other members of the organization should align their thinking and work including fundraising purposes to this. Once they get to understand this, it should harmonize their work in fundraising.

A divided board is like a band out of tune – you need a conductor, not just more instruments. To create a coherent fundraising strategy: - Lead with Shared Purpose: Start with why you exist. Remind everyone of your mission and the impact you're collectively aiming to achieve. - Facilitate a Strengths Orchestra: Discover each board member's passions, networks, and expertise. Where do their individual strengths align with fundraising opportunities? - Visualize the Path Forward: Use a collaborative planning tool (like a mind map or visual roadmap) to chart the strategy, assign roles, and track progress together.

Effective dialogue is key to understanding and addressing the diverse priorities of board members. In my experience, organizing open forums or one-on-one meetings helps in gathering insights and concerns from each board member. Encouraging transparency and active listening ensures that all viewpoints are considered. For example, some members might prioritize short-term gains while others focus on long-term investments. Open dialogue helps in finding common ground and aligning these priorities with the overarching fundraising strategy.

Open dialogue helps to promote harmony and every one feels valued in an organization. It also enhances information and experience sharing which ultimately leads to learning from one another.

To ensure a cohesive strategy, it is crucial to define and assign specific roles and responsibilities based on each board member’s strengths and priorities. My approach involves mapping out who will lead different aspects of the fundraising effort, such as outreach, investor relations, or market analysis. By clearly defining these roles, we avoid overlaps and ensure that each board member can contribute effectively to the overall strategy.

Defining roles and responsibilities creates a culture of work and ownership. Once a board member knows he/she is responsible for an activity, they will be forced to work hard to contribute to the growth of the organization.

Everyone has their own views and strategy is about matching your internal capabilities with the outside world, so the first step should always be to get the board to step back and agree what everyone agrees on, then move forward. Match your internal strengths and weaknesses to the external threats and opportunities to create strategic options, then test and assess each to find the best.

Strategy sessions are vital for integrating varying priorities into a unified plan. I have found that regular strategy meetings with all board members facilitate collaborative planning and decision-making. During these sessions, we review progress, address challenges, and adjust our strategy as needed. For instance, if one board member emphasizes digital fundraising platforms while another focuses on traditional methods, these sessions help in integrating both approaches into a comprehensive strategy.

Having a fundraising strategy can help “calm down the noise” that inevitably happens when you get in a room full of passionate donors who have a shared goal (communal support). The best thing you can do to steer the ship in one steady direction is having a clear goal or vision in mind. Let’s say those goals align with relief events held on a yearly basis, ensuring that all metrics or outcomes are “pre established” aids the mission. Also remember the collective goal is to support the organization and the community.

A continuous feedback loop ensures that the strategy remains responsive to changing circumstances and board members’ evolving priorities. In my experience, setting up regular feedback mechanisms—such as surveys or follow-up meetings—allows us to assess the effectiveness of our strategy and make necessary adjustments. This iterative process helps in maintaining alignment and addressing any concerns promptly.

Recognizing and celebrating successes is important for maintaining morale and motivation. When we achieve fundraising milestones or complete successful campaigns, I make it a point to acknowledge the contributions of board members. Celebrations and rewards, whether through formal recognition or informal gatherings, reinforce a sense of collective accomplishment and encourage continued commitment to our shared goals.

The first step is to clarify that part of the board members responsibility is to fundraise. If that is, indeed, a responsibility. Many board members are recruited without that being clarified up front. As part of that process it's helpful to remind them that professional staff will be there to support them every step of the way.