Working With Your Board on Fundraising: Partnership Over Pressure

When I first learned the ropes of fundraising, I was taught a principle that still resonates with me today: your board should be your top partner in fundraising. And you know what? They should.

But as most nonprofit leaders know, the role of nonprofit boards has shifted dramatically over the past few decades. Historically, boards were comprised largely of major donors; individuals who could, and did, write large checks to fund the mission. But today, many boards are intentionally built to reflect the values of equity, representation, and shared power. That means they're often made up of a diverse blend of donors, subject matter experts, community leaders, and individuals with lived experience who represent those served by the organization.

This evolution is critical; and good. But it also means that how we engage boards in fundraising has to change. As equity values reshaped our boards, not all fundraisers were prepared to shift their strategies or expectations. I’ve seen too many nonprofit staff become frustrated when board members don’t perform in the ways they were once expected to; bringing in five-figure gifts, hosting cocktail parties, or calling up wealthy friends. But if our boards look different (and they should), we have to show up differently, too.

When I served as Development Director, I made it my business to truly know our board members. I wanted to understand how each of them wished to engage in the fundraising process, what skills or connections they could bring to the table, and what energized them about our mission. Some board members were ready and willing to write generous checks. Others loved making introductions or co-hosting cultivation events. A few had deep expertise in areas like marketing, finance, or government relations; skills that helped us strengthen our systems and elevate our strategy. For some, serving on a committee that shaped the case for support or stewarded volunteers was the most meaningful way they could contribute.

I began to see my role not as someone pushing for donations, but as a conductor—coordinating each person’s contribution so that, together, we could make a lasting impact. Instead of setting a board-wide financial goal on the general ledger and tracking participation like a sales quota, we created individualized giving goals with each board member through one-on-one conversations. We asked each person to make a gift that was personally meaningful to them, and we made sure they understood that they were valued as whole people, not just dollar signs.

When it came time for our year-end giving push, there was no impersonal pledge form mailed to their homes. No mass email blasts. Instead, my CEO or I would reach out directly; with warmth, with respect, and with a reminder of the shared commitment we had to the work. That personal approach paid off, both in dollars raised and in board member engagement. But more importantly, it reflected our values.

The most successful board-fundraiser partnerships start with clear, respectful communication. Be honest with your board members about the organization’s financial needs, and be equally curious about how they want to contribute. Not everyone will be comfortable making asks or writing checks; but that doesn’t mean they can’t support fundraising.

Here are a few ways to reframe expectations:

• Activate their strengths: Ask, “What part of fundraising energizes you?” and listen carefully. Some may prefer stewardship. Others might want to host a dinner, review a grant narrative, or share a post on social media.

• Offer multiple pathways: Not every board member will be a rainmaker and that’s okay. Define different ways to participate: contributing financially, opening doors, providing technical expertise, showing up at events.

• Stay personal: Build relationships, not transactions. Regular one-on-ones with board members should be part of your annual fundraising rhythm.

• Make the ask with dignity: Request a meaningful gift, not a minimum gift. When board members feel respected and understood, they are far more likely to give generously and consistently.

It’s important to remember that board members don’t need to be wealthy to be valuable fundraising partners. What they need is a clear invitation to engage. That engagement might look like sharing their personal connection to the mission, making introductions, offering feedback on a fundraising plan, or making a gift that’s meaningful for them. The possibilities are wide—if you create the space for them.

As staff, it’s our job to proactively show board members the many ways they can support fundraising. Don’t assume they know how to help. Instead, have regular conversations where you ask, “What’s the best way for you to contribute this year?” You’ll often uncover powerful opportunities for board members to add value—sometimes without ever having to make a direct ask themselves.

The boardroom may look different than it did 30 years ago, and thank goodness for that. But the need for strong, strategic partnership in fundraising remains. As nonprofit leaders and fundraisers, our job is to honor our board members' skills and passions, while still holding them accountable to the vital role they play in sustaining our work.

When we treat board members like co-creators instead of ATMs, we unlock their full potential and ours.