Board Membership 'fee'​ -- "Only $1000"​

She was so excited. She finally was invited to join the board of an organization whose mission she's been passionate about for many years. In sharing this news, she explained to me "the fee is only $1000".

I gasped and thought to myself, "Why does she think there is a 'fee' to serve in a volunteer position? And then it dawned on me that she was talking about the annual contribution the nonprofit required of their board members.

My next thought was how unfortunately the organization has likely missed out on some really great board members who didn't like the idea of paying a 'fee' for volunteer services (it's all in how you ask that determines if a potential donor leans in or walks away). Then I shook my head as I recalled that she had just said 'only $1000' when announcing the 'fee' -- implying she has the capacity and a willingness to give more.

I always recommend that boards use a strategic approach to determine the financial goals and individual giving of each board member verses setting a blanket amount for all. Though every board member should make a "significant gift" to the organization, the significance of $1000 for one may not the same for another. With diversity in board membership should come an expectation of diversity in board giving. The corporate executive, millennial and retiree should not be excepted to give the same amount. This is especially important to keep in mind because you want all board members to both give AND get donations for your organization.

Michelle Nusum-Smith, a licensed nonprofit consultant, coach and trainer, is owner and principal consultant at The Word Woman LLC, a consultancy that helps nonprofits, government agencies, and individuals to develop the skills, knowledge and resources to achieve their missions to do good. With nearly 20 years of nonprofit experience, Michelle has expertise in organizational development and leadership, board development, program development, financial management, fundraising, marketing, and community relations. She is licensed to offer consulting services for the Maryland Nonprofit’s Standards for Excellence® program. Michelle has the knowledge, skills and tools necessary to work with nonprofit organizations across the country interested in learning about and implementing the Standards for Excellence code.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

I really didn't mean to offend her.

With spring comes renewed energy and commitment to achieve our goals -- both personal and professional. So unsurprisingly, over the last week I've gotten more calls about starting a nonprofit and grant support. 

Unfortunately, some of the callers have already fallen into a trap I see all too often. They thought their passions and eagerness to get started on their own would create the nonprofit they envision. What they didn't understand is there is no such thing as solopreneurship in nonprofits.

Nonprofits aren't meant to be started and can't be sustained by one passionate person -- no matter how passionate they are.

A nonprofit's strong foundation begins with building a team of equally passionate people who may or may not ultimately become the founding board members but who are nevertheless committed to helping to build an organization whose mission inspires them to roll up their sleeves and go to work along side you to bring it to fruition.

In a free consultation call this week, I began asking a prospective client the questions I use to help me assess a prospect's needs so I can determine how to best assist them. This caller was quite taken aback by my questions. In fact, she was offended! As part of my questioning, I always provide some free advice because I'm too passionate about nonprofit success to leave anyone completely in the dark.

Her response? She said she didn't call for advice.

She went on to explain that she expected me to give her my rates and get off the phone and said my questions made her feel like I questioned her seriousness and commitment. I told her that I don't treat the process like ordering from a menu because my goal isn't just to sell services but to actually help my clients achieve their goals. By the end of the call, she let down her defenses and expressed an understanding of the need to focus on building a stronger foundation for her nonprofit. 

Is your nonprofit's foundation built more on passion than best practices?

Do you feel like an "army of one" in your organization?

Are your grant requests being denied?

If so, I would love to help you! I encourage you to take advantage these budget-sensitive opportunities:

• Pay-What-You-Can Nonprofit Training Program
• Grant Writing Boot Camp for Small Nonprofits (Scholarships available)

And for more personalized support, you are always welcome to schedule a free consultation call. 

Michelle Nusum-Smith, a licensed nonprofit consultant, coach and trainer, is owner and principal consultant at The Word Woman LLC, a consultancy that helps nonprofits, government agencies, and individuals to develop the skills, knowledge and resources to achieve their missions to do good. With nearly 20 years of nonprofit experience, Michelle has expertise in organizational development and leadership, board development, program development, financial management, fundraising, marketing, and community relations. She is licensed to offer consulting services for the Maryland Nonprofit’s Standards for Excellence® program and has the knowledge, skills and tools necessary to work with nonprofit organizations across the country.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

I'm faking it.

Over the past few weeks, I have spoken with various people who despite their admittingly not having a clue about what they are supposed to be doing are nonprofit board members and in some cases board officers.

They told me how during meetings they go through the motions as they watch colleagues who have been on the board longer and try desperately to model their behaviors. One said, "Since day one I have been been posturing in hopes that no one discovers my secret -- 'I'm faking it.'"

During each conversation, I put each one of these genuinely dedicated people at ease by telling them, "The people you're trying to impress are most likely faking it, too." 

You see, most people who join a board (even those lucky enough to be courted, recruited and on-boarded properly) never actually receive formal board training. So they fake it. They watch those who were already at the table and follow their example -- assuming it's right when more often than not it is wrong.

We don't know what we don't know.

I included "Nonprofit Board Training" in my Pay-What-You-Can Nonprofit Training Program to ensure current board members, board hopefuls, and those starting a nonprofit can have access to best-practices training regardless of the organization's budget. If you are a current board member, hope to become one, or you're in the process of starting a nonprofit, this training is for you! The next board training will be held on Monday, July 23 from 6-9pm in Baltimore. Reserve your seat for just $15 and join me in my information-packed, interactive training (valued at $180)! Share this opportunity with your full board so you all can gain the knowledge, skills and tools for board success! 

Michelle Nusum-Smith, a licensed nonprofit consultant, coach and trainer, is owner and principal consultant at The Word Woman LLC, a consultancy that helps nonprofits, government agencies, and individuals to develop the skills, knowledge and resources to achieve their missions to do good. With nearly 20 years of nonprofit experience, Michelle has expertise in organizational development and leadership, board development, program development, financial management, fundraising, marketing, and community relations. She is licensed to offer consulting services for the Maryland Nonprofit’s Standards for Excellence® program and has the knowledge, skills and tools necessary to work with nonprofit organizations across the country.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

Fundraising Tips for Your Nonprofit Board

You may have seen my post on Facebook about a meeting I recently had with the fundraising committee of a client's board. They wanted to discuss their challenges and get some guidance and support. One of the first questions I always ask when meeting with an organization about their fundraising is, "What is your fundraising goal?" This committee of two didn't have an immediate answer. Fortunately, the Executive Director was there to assist. However, the amount she suggested was quite low -- $5,000. And I'm pretty sure the "goal" wasn't based on an assessment or strategic planning. 

Unfortunately, this isn't unusual.

For many organizations, the fundraising strategy is "get as much money as you can from whomever and from wherever and we'll make it work with whatever with get". For board members (staff as well), this is a recipe for failure, frustration and burnout.

Fundraising events was a key issue of our discussion. One member of the committee expressed her confusion about how many events they should plan to do. She shared how the last event was a "learning experience" that didn't raise much money. The other member was excited to discuss an event she was already planning. Unfortunately, the focal point of her event had very little (some would say nothing) to do with the mission and purpose of the organization. I explained how although her friends and associates had expressed an interest in attending the event, the organization's core supporters likely would not attend because there is disconnect. We discussed how it would be better to incorporate her activity into an event that would draw their existing supporters as well as her friends and associates.

When mapping a plan to get to anywhere, you must first determine where you want to go. Setting realistic and well-defined goals is the first step towards success in any endeavor.

Overall fundraising goals and strategies should be determined at the board level --- no matter if your organization is only months old or has been around for decades. And committees are where the work gets done. Here are some tips for using committees to position your board for fundraising success:

• A "Fundraising Committee" can do more harm than good. Many boards, recognizing the importance of fundraising will establish a "fundraising committee" as a standing committee of the board. The intent is to ensure some board members are focused on fundraising. Though it is helpful to have a few board members lead the focus on fundraising, often establishing an official committee undermines the fact that fundraising is always the responsibility of all board members. When there is a fundraising committee, board members that are not members of the committee overtime tend to believe they can opt-out of fundraising efforts. A better approach is to establish adhoc committees, such as an event committee, capital campaign committee, or annual fund committee. Adhoc committees are established for a specific period of time to achieve a specific goal and is dissolved when the goal is achieved or time in which to complete is expires. Adhoc committees are more effective because they allow for shared leadership and accountability through rotations of board members as new committees come and go.  

• Board members should not be your only committee members. Many boards fail to recognize the capacity building opportunity committees represent for the board. My client's two-member committee of members with full-time jobs simply do not have the capacity to meet the demands of their committee's charge. Committees are also a great training ground and a recruiting mechanism. For organizations like my client, the board is comprised of two people with limited knowledge, skills and time. They cannot possibly possess all of the knowledge and skills the committee needs and even if they do, they don't have the time to give them. Engaging volunteers and supporters to serve on committees offers many benefits, including: 

• Non-board member committee members lessen the burdon on your board members who should serve on no more than one or two committees. With the exception of the Executive Committee and Finance Committee, a committee generally only requires one or two board members who don't need to serve as the committee chair.  

·         Many organizations will recruit a person "off the street" to serve on the board without any real knowledge about their work style, work ethic or the real value (if any) they bring to the board. Board members, unlike committee members, are given the power (responsibility) to vote on the strategic direction of the organization -- its operations, its financials, its programs and its leadership. Having targeted prospects and others serve at the committee level first will enable the board to make informed decisions before voting on a board member's application. Having a board member serving on a committee first will position them to join the board with an understanding the organization’s needs and a willingness to help to meet them.

·         Having non-board members serve on committees widens the pool of potential supporters and donors and increases the board's capacity to reach them. Each committee member brings to the organization connections and relationships that they can tap into for the benefit of the board and organization. 

Michelle Nusum-Smith, a licensed nonprofit consultant, coach and trainer, is owner and principal consultant at The Word Woman LLC, a consultancy that helps nonprofits, government agencies, and individuals to develop the skills, knowledge and resources to achieve their missions to do good. With nearly 20 years of nonprofit experience, Michelle has expertise in organizational development and leadership, board development, program development, financial management, fundraising, marketing, and community relations. She is licensed to offer consulting services for the Maryland Nonprofit’s Standards for Excellence® program and has the knowledge, skills and tools necessary to work with nonprofit organizations across the country.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

Getting Grant Funding Requires Taking Your “Doing Good” to the Next Level

One thing is true about all “do gooders”, we have no problem with doing. We enjoy getting our hands dirty. In fact, we are often the first to jump into the trenches! We see a problem and we think, “Somebody needs to do something.” And before we’ve finished our thought, we’ve already begun to roll up our sleeves.

This is an incredibly important attribute for anyone seeking to turn an informal charitable activity into one that gets grant funding and grows into a successful nonprofit. Equally as important, though, is ensuring that what you are doing is actually making a difference and can garner funder support.

Whenever I teach fundraising or grant writing, I always use the above image. I think it does an excellent job in demonstrating just how fierce the competition is for charitable donations.

To transition from an informal charitable activity to one that can compete for limited resources (Trust me, she’s not giving up those funds without a fight!) requires going through the program development process and designing an evaluation plan that helps you to both make informed decisions and to continuously improve your program’s effectiveness.

Even those with “formal” programs are often not clear about the effectiveness of their activities. And, if asked about it, they don’t have an answer.

Do you know what success looks like for your activity? Could you prove you have achieved success? If you cannot, you will be little competition for the lady above.

I have had countless conversations over the years with passionate people who saw a problem and immediately went to work to address it. They share how they, “feed the homeless”, “provide after school programs for latchkey kids”, etc. They are all doing great work, but many are not getting funded. When asked about the effectiveness of their activities in addressing the problem they aim to solve, far too many had no answer.

They, with very good intentions, jumped in having given little or no thought to what success would look like.

It is very easy to believe that because we are doing something good, we are making a difference. And perhaps we are. But if we are to make a difference we can prove and gain the support of others, we must have a written plan for success that clearly defines our goals, strategies for achieving them, and methods to evaluate our efforts and our results.

Armed with a plan for success, you can compete and win! Keep doing good!

Michelle Nusum-Smith, a licensed nonprofit consultant, coach and trainer, is owner and principal consultant at The Word Woman LLC, a consultancy that helps nonprofits, government agencies, and individuals to develop the skills, knowledge and resources to achieve their missions to do good. With nearly 20 years of nonprofit experience, Michelle has expertise in organizational development and leadership, board development, program development, financial management, fundraising, marketing, and community relations. She is licensed to offer consulting services for the Maryland Nonprofit’s Standards for Excellence® program and has the knowledge, skills and tools necessary to work with nonprofit organizations across the country.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

3 lessons learned at one nonprofit

Lesson 1: Trust but verify...things may not be as they appear. A nonprofit I was quite familiar with (or so I thought) hired me as their Executive Director. The thorough interviewing process had included multiple meetings, reference checks, and writing samples. At the time, I didn't think it odd that none of the meetings took place at the organization's offices. It never dawned on me to bring it up. I had worked with the organization in the past and been to the office many times. But I soon learned why I wasn't given a formal tour. On my first day I was told, "The building the offices were originally are going to be demolished. We've relocated the offices to a temporary location, but your first assignment is to find a new home for the organization. Oh, by the way, we only have one year's salary for you. After that it's up to you." After I pulled myself together and closed the gaping hole my dropped jaw produced, I went to work finding a new job. Nope, just kidding. I was sold out on the mission and my vision for the organization. So I went to work finding a location. It was an interesting three and half years with many more lessons learned along the wayA nonprofit I was quite familiar with (or so I thought) hired me as their Executive Director. The thorough interviewing process had included multiple meetings, reference checks, and writing samples. At the time, I didn't think it odd that none of the meetings took place at the organization's offices. It never dawned on me to bring it up. I had worked with the organization in the past and been to the office many times. But I soon learned why I wasn't given a formal tour. On my first day I was told, "The building the offices were originally in are going to be demolished. We've relocated the offices to a temporary location, but your first assignment is to find a new home for the organization. Oh, by the way, we only have one year's salary for you. After that it's up to you." After I pulled myself together and closed the gaping hole my dropped jaw had produced, I went to work finding a new job. No, just kidding. I was sold out on the mission and my vision for the organization, so I went to work finding a new location. It was an interesting three and half years with many more lessons learned along the way!

Lesson 2: You'd be surprised what you can get if you'd just ask. Since the location of my offices were temporary (no specifics were given on when I'd have to move), time was of the essence to find a new home of the organization. But there was a problem. The organization had funding for my salary and little else. So where was I going to find a fairly decent place to operate the organization at little or no cost? I thought about it for about a week and then a light-bulb moment came. At the time, the organization more or less only existed on a paper; but I had a vision and it included providing a host of services and resources to the community. So I thought, what better place function than in a public school and headed over to a local school to meet with the Principal. I shared with her my vision (some might have called it a pipe dream) and my need for a "no or low cost" space. By the time I was finished, she was as excited (or delusional) as me. Here I was -- one person with a dream and no resources telling her about all that we would do at and for the school and community. She asked me to follow her. As we walked down the hall in the direction of the main doors (for a second I thought, "And this is how you get a 'crazy lady' off of your campus," but she kept walking), she revealed that not only did she buy-in to my vision but she had far more space and resources to offer than I could have imagined. She explained how the whole wing of the first floor was unoccupied and she'd been trying to figure what to do with it. I actually had to fight back tears. She gave me access to the full wing of classrooms, telephone usage, and utilities for FREE!! The only catch was we had to operate when the school was open. As a mom, that was a win-win for me! For more than two years after that we were a formal partner of the school, providing a host of services to the students, faculty and parents.

Lesson 3: Start with what you have and GROW from there. By the time I came on board all of the staff had transitioned out. For over a year, I was the only paid staff. I called it the "Me and Jesus" period. Because there were no other staff (or resources to pay them if I had them), I needed to figure out a way to rebuild the organization from an outdated website, boxes of files, and little old me. The community I had been charged with serving had many needs. But how could I even begin to address them? I was in no position to do much of anything, or so I thought. Then as I looked around the sparsely furnished classroom I realized I had space and lots of it! I began thinking how I had worked with a lot of organizations in recent years and made strong connections with many advocates, educators and service providers that focused on a host of issues important to the community I served. I reached out to ALL OF THEM and began developing a community outreach and education program. Each of my friends were funded to reach my community, so we developed mutually beneficial partnerships -- I provided the people and they provided high-quality education, resources and services. Overnight (OK, I'm exaggerating a bit), the organization went from "never heard of it" status within the community to a recognized resource and asset. In fact, I began receiving calls from organizations not in my contacts that were asking to partner. I even got a call from a local foundation asking to come visit and discuss how they could get involved.

Over the course of the three years, I went from just me to several full-time staff and an army of volunteers who provided a host of housing, health, and human services and events that were supported by foundations, corporations, and grants from federal, state, local agencies. As I reflect back now, I still have a hard time believing it. I guess it just goes to show what one person with a vision can achieve. It's this experience that fuels my energy when I'm working with a new nonprofit founder or Executive Director. Many of them feel like their vision is crazy or the goals are too lofty in comparison to their current situation. I just smile because I know, if they are serious, committed and OK with being considered "crazy" for a little while, they'll get to experience euphoria that comes with turning your vision into your reality. Keep doing good!

Michelle Nusum-Smith, a licensed nonprofit consultant, coach and trainer, is owner and principal consultant at The Word Woman LLC, a consultancy that helps nonprofits, government agencies, and individuals to develop the skills, knowledge and resources to achieve their missions to do good. With nearly 20 years of nonprofit experience, Michelle has expertise in organizational development and leadership, board development, program development, financial management, fundraising, marketing, and community relations. She is licensed to offer consulting services for the Maryland Nonprofit’s Standards for Excellence® program. Michelle has the knowledge, skills and tools necessary to work with nonprofit organizations across the country interested in learning about and implementing the Standards for Excellence code.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

Grant Writing Success Starts with Doing Your Homework

In teaching grant writing, I always start with the quote below. I think is summarizes perfectly what any prospective grantee needs to know and to do for any chance of success...

“The best grantees know themselves, they know their organizations really well…they have already done their homework to try to figure out what elements or parts of their organization might fit with what the foundation is funding.” Latonya Slack, Senior Program Officer James Irvine Foundation

As Ms. Slack suggests, to prepare a successful grant request you must know yourself (what’s your mission and what are you really good at) and know your organization (what’s your capacity, your priorities, your systems). You must have done your homework to ensure that your organization and your proposed project fit with what the funder’s interests.

I see it time and time again. Nonprofits will learn of a grant opportunity and without a moment of reflection they jump right in preparing their response. They will invest the time and energy (blood, sweat and tears) to prepare a grant proposal that was often doomed before they got started.

Why? Because more often than not, they are starting from scratch and figuring things out along the way.

They hope to go from “idea” to a fleshed-out, well-written project narrative with a realistic timeline and budget – and let’s not forget about all of the required attachments!

Preparing a high-quality and competitive (yes, this is a competition!) grant request, requires planning and preparation that starts long before you learn of a grant opportunity.

As Ms. Slack states, “The best grantees know themselves, they know their organizations really well…” In other words, you already determined the problem, validated it with third-party data, and outlined a plan or strategy to address the problem before you embarked on responding to a grant opportunity. You already know the resources that are needed (cash and non-cash) and the time it will take to achieve your intended goals and objectives. You already did your homework.

New to grant writing? Attend my Grant Writing for Beginners breakout session at the Maryland Nonprofits 2016 Annual Conference, September 29, 2016 at the Baltimore Convention Center. Learn more at marylandnonprofits.org

Street Corner Fundraising Success Requires More Than a Sign and a Bucket

There are many organizations that take to the street corner to raise funds for their cause or special project. I recently found myself stopped at a busy intersection near The Avenue at White Marsh Mall in Baltimore County, MD. If you've ever been there, you know busy is an understatement. So it's an ideal location for fundraising. So it was not surprise to see a group of young men in basketball jerseys and their chaperone out on each corner. They were each carrying a red bucket.

One young man walked down the median in my direction but never looked my way or uttered a word. So I motioned for him to come over and asked, "What are you doing?"

He said, "We're raising money for a trip to Myrtle Beach."

Knowing that was not the full story, I asked, "Why are you going to Myrtle Beach?"

He said, "We're going to play in the tournament."

Being a professional fundraiser, my heart went to this young man who clearly had not been prepared to fundraise. I reached into my purse and handed to him the first cash I found --  a five dollar bill.

His face lit up with a huge smile. He thanked me for my donation and wished me a good day. I wished him and his team good luck and drove away.

As a Do-Gooder and a fundraiser, I was predisposed to the idea of supporting his team. But what if I wasn't? Like the other drivers, I would have tried not to make any eye-contact and anxiously wished that the light would hurry up and change. 

It isn't easy to walk up to anyone, but especially a stranger, and ask for money. A sign and a bucket are not enough to prepare volunteers (of any age) to effectively engage motorists who likely have little or no direct connection to your cause. Whether you're a basketball team, soup kitchen or other group who takes to the street corner to raise money for your cause, training and coaching is critical to your fundraising success. You do your front line solicitors a disservice by sending them out ill prepared. The would-be donor sitting behind the wheel wants to hear a succinctly stated case for support. Your solicitors should be trained on what to say and on how to say it (with a smile, of course).

Perhaps if that young man had walked up to me and told me the name of his team, that they had played hard and made it to the tournament in Myrtle Beach, and given me specific reasons why they needed to raise money (i.e., charter the bus, certain members don't have support from home), I may have dug a little deeper into my purse.

Michelle Nusum-Smith, an experienced nonprofit leader, consultant, coach and trainer, is a self-proclaimed “Do-gooder who helps do-gooders to do good.” Michelle is the owner and principal consultant at The Word Woman LLC, a nonprofit consulting company. She has nearly 20 years nonprofit experience, including program development, financial management, fundraising (including grant writing and individual donor cultivation), human resource management, marketing and public relations, board relations, and event planning.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

Was Your Nonprofit Program Designed to Fail?

The founder of a new nonprofit recently engaged my help with improving how her organization’s mission, vision and programs were presented in their marketing materials. She had been told by potential funders that they were unclear. My approach in this situation is not to immediately look at the materials (in this case the website) but to first have a conversation with the client.

I asked her to share with me the purpose of her organization. She began with a one-sentence generic goal and immediately began explaining the organization’s activities. I quickly interrupted her and explained we were not finished discussing the purpose.

I tried a different approach and asked her to explain the problem her organization addresses. Again, she gave me a general description of broad issues that were not specific to any group of individuals. Her description was full of jargon and catch phrases but no substance. I asked, “Where do the people you serve live?” Again, her answer was general – the city and county. I kept pushing, “I’m sure there are specific neighborhoods where a significant number of your target population live. What are they?” She couldn’t answer.

Her passion for helping is real. Her intentions are good. But passion and good intentions are not enough to design impactful programs.

 

Impactful programs are designed around a well-defined problem that is proven by third-party data. Further, those to be served are clearly defined, including who they are, where they are, what they have and what they need, how to their needs will be met, and ultimately what will change (long-term impact) as a result of the service they receive. This information is the foundation for a program designed to succeed. It is only after these key elements are defined that a nonprofit can determine what resources are necessary to carry out the program.

 
Individual donors and grant makers invest in long-term impact (outcomes) and not activities. Are you in the middle of developing a program? Are you having trouble raising funds to support your program? Is what you intended different from what you are seeing from your program? The Word Woman LLC can help. Contact us at info@thewordwomanllc.com to schedule a free consultation.

Michelle Nusum-Smith, an experienced nonprofit leader, consultant, coach and trainer, is a self-proclaimed “Do-gooder who helps do-gooders to do good.” Michelle is the owner and principal consultant at The Word Woman LLC, a nonprofit consulting company. She has nearly 20 years nonprofit experience, including program development, financial management, fundraising (including grant writing and individual donor cultivation), human resource management, marketing and public relations, board relations, and event planning.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

3 Signs Your Newly Formed Nonprofit’s Board is in Trouble

      1.  Your board members are unable to share your nonprofit's mission and vision without reading notes. 

      Collectively, board members are responsible for providing strategic leadership to a nonprofit organization. Individually, they are responsible for personally supporting the organization, engaging prospective supporters, and acting as ambassadors to help elevate the organization’s reputation in the community. To successfully accomplish these individual responsibilities, each board member should be keenly aware and personally committed to the organization’s mission and vision and be able to explain the organization’s strategies to achieve its mission. Board member recruitment should center on the mission and vision.  Until a board member can express in his/her own words the mission and vision and why the board members connects with them, they are not fully ready to fulfill the role and responsibilities of a board member.

2.      Your board members are all close friends or family members of the founder. 

      When starting a nonprofit, it’s natural to seek board members within your immediate circle. Though there are exceptions, in most cases, friends and family who agree to serve on the board are not properly recruited and decide to do so with the mindset of doing a favor. My experience has taught me that boards comprised of family and/or friends of the founder are occupied by well-meaning people whose support and engagement is limited and in some cases nonexistent. Because these board members agree without fully understanding their responsibilities, they give little or no support financially; do little or no fundraising to support the organization; and attend board meetings  only as a formality and leave the decision making to the founder.  Unless you have founded a family foundation, your close friends and family are better suited to serve as program/project volunteers and donors. Should you choose to recruit close friends or family to serve on your nonprofit board, recruit them the same way you would an associate who has the professional or technical skills your board needs. Schedule a meeting with the family/friend specifically to discuss your interest in having them serve on your board. During the meeting, discuss your organization’s mission and vision (purpose if your mission and vision statements haven’t been formalized), and any goals for the next six months to a year. Provide your family/friend with a written copy of your Member-At-Large board member job description and answer any questions or concerns they may have. If your family or friend has any hesitations, give them the courtesy of an out.

3.     Your board members want to be paid. 

      Though large nonprofit organizations such as hospitals may compensate their board members, new organizations should limit compensating board members to reimbursement for reasonable and necessary costs related to your nonprofit’s business.  After you, your board members should be the organization’s first donors. Your goal is 100% of your board members financially supporting your organization.

Michelle Nusum-Smith, an experienced nonprofit leader, consultant, coach and trainer, is a self-proclaimed “Do-gooder who helps do-gooders to do good.” Michelle is the owner and principal consultant at The Word Woman LLC, a nonprofit consulting company. She has nearly 20 years nonprofit experience, including program development, financial management, fundraising (including grantwriting and individual donor cultivation), human resource management, marketing and public relations, board relations, and event planning.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

Saying "that's not my job" when you work for a nonprofit

If there is one thing that will get under my skin it is hearing someone in the nonprofit sector utter the words “that's not my job”.  It takes everything in me not to say, “Pack up! You’re in the wrong job!”  

I’m the first to agree that it isn’t fair to put too much on anyone or for any one person to be doing the work of many while others are hardly doing the work they actually signed on to do. But when you work for a nonprofit, it goes without saying that there will be times (in some cases more often than not) when there is far more work than there is capacity to get it done. This is especially true when you work in a small shop where it is necessary for the staff to wear many hats. But if you are there because you genuinely care about the mission, you understand that it’s an “all hands on deck” operation and together you move the mission forward.

I have held numerous positions at nonprofits large, small, and in between. I’ve been the chief executive who walked pass a janitor to secure the mop and bucket from “his” closet to clean up a spill when I saw he was busy working on something else. Sure, I could have said “that's not my job” and asked him to stop what he was doing and focus on the more urgent issue; but I chose to demonstrate two things: (1) his work was not beneath me and (2) teamwork makes the dream work.

If as a nonprofit staff you have found yourself becoming agitated when ask to complete tasks not in your job description or stating “that's not my job” and refusing to do the work, I urge you to do some self-reflection. If you determine you are fully committed to the organization’s mission, change your attitude. If you determine that you are not, change your career path.

“I didn’t sign up for this!”

“I didn’t sign up for this!” is a statement no volunteer, especially a nonprofit board member, should utter. But, it happens and happens often because far too many nonprofits neither recruit nor onboard their board members properly.

When it comes to a lack of action among board members, the focus is typically on fundraising. But let’s focus on performing their special duties. For example, who sends out the board meeting announcements, tracks attendance, and takes the board meeting minutes at your nonprofit?  Most Bylaws state it is the Board Secretary. Yet, at many organizations, the staff performs these duties.  

Now, you might be thinking, “What’s wrong with the staff doing it?” Well, a lot.

 For starters, having the staff perform the Board Secretary’s duties is a violation of the Bylaws. Additionally, it devalues the role and experience of the volunteer elected to serve as the Board Secretary. Further, it is a slippery slope when Board’s decide “minor exceptions” to the Bylaws are acceptable. These exceptions leave the Board and the organization vulnerable. Blue Avocado points out in its Bylaws Checklist, someone could claim that you are in violation of your own bylaws. And Ellis Carter in her CharityLawyer blog reminds us, “Officers and directors of nonprofit corporations who ignore the nonprofit’s articles of incorporation and bylaws are setting themselves up to be on the losing side of a lawsuit that could hold them personally liable for the consequences.”

Annually nonprofit boards have their members revisit and sign the Conflict of Interest Policy, but many only review the board member roles and responsibilities at the time of recruitment. For many others, a formal review the board member roles and responsibilities actually never takes place. Thus, board members can legitimately say, “I didn’t sign up for this!” It’s very difficult to hold a volunteer accountable for performing duties they never agreed to perform. To avoid any discrepancies with board duties, boards include a review of the Bylaws and Board members position descriptions, both officers and members at large, to the annual meeting agenda. Each board member should review and sign their position description. TIP: The Board Secretary should maintain these and all documents signed by the board.  

Michelle Nusum-Smith, an experienced nonprofit leader, consultant, coach and trainer, is a self-proclaimed “Do-gooder who helps do-gooders to do good.” Michelle is the owner and principal consultant at The Word Woman LLC, a nonprofit consulting company. She has nearly 20 years nonprofit experience, including program development, financial management, fundraising (including grantwriting and individual donor cultivation), human resource management, marketing and public relations, board relations, and event planning.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984

“Thank You” – two small but POWERFUL words

From the time we are able to speak, we are taught the importance of showing gratitude. Can you recall the moment when after receiving a gift, a treat or a kind gesture that an older person in your life looked at you and asked, “Now, what do you say?” At first, you could only repeat them back “Thank you.”  But soon you discovered saying thank you after “Now, what do you say?” gained you an affirming broad smile, glowing eyes, and a head nod. You smiled, too.

You learned that saying thank you not only made the person you thanked feel good, it also made you feel good. No matter how old or how young, no matter how small or great the gift or gesture, saying those two words -- thank you -- meant a lot. So you were happy to say it and would say it often.

The power those two little words have to make someone feel good are great, but the power not hearing them is equally great, if not greater. Just ask anyone who has ever held a door for someone and didn’t hear those two little words. If it has ever happened to you, you know not hearing thank you can adversely affect someone both mentally and physically. In fact, social media is full of videos, graphics and posts on this issue.

So, if someone can be adversely affected because they don’t receive a thank you for what might be considered a small gesture (holding the door), it goes without saying that donors of time, money and other resources expect to be thanked. It may not be possible to thank each donor in person or by phone, but each should be personally and promptly thanked. If your fundraising plan does not include a systematic approach to personally thanking your donors, your plan is incomplete.

Here are some tips for personally thanking donors:

• Donors of larger or ongoing gifts should receive a personal call from the Executive Director or a board member.
• Donors of smaller gifts should receive a personalized thank you note in their donation acknowledgement.
• Donors of time (volunteers) should be thanked early and often during their service. Volunteers might also receive a formal thank you during an appreciation event.

No matter who they are or what they give, make sure you thank all who support your organization. That includes your staff and board members.

Michelle Nusum-Smith, an experienced nonprofit leader, consultant, coach and trainer, is a self-proclaimed “Do-gooder who helps do-gooders to do good.” Michelle is the owner and principal consultant at The Word Woman LLC, a nonprofit consulting company. She has nearly 20 years nonprofit experience, including program development, financial management, fundraising (including grantwriting and individual donor cultivation), human resource management, marketing and public relations, board relations, and event planning.

www.thewordwomanllc.com • info@thewordwomanllc.com • 240-215-4984