Show Notes
In this episode of The First Day from The Fund Raising School, Bill Stanczykiewicz, Ed.D., is joined by Ted Grossnickle, CFRE, Senior Consultant and Chairman at JGA Counsel, to explore one of the nonprofit sector’s perennial challenges; meaningful board engagement. Grossnickle argues that board members often underestimate just how much influence they have on current and prospective donors, and that effective board service requires something deeper than simply attending meetings and filling a seat. He describes board membership as a “covenant” and distinguishes between mere alliance and true allegiance to the organization. When trustees approach their role with seriousness of purpose, understand the mission, and see how their service can create real impact, board work becomes not an obligation to endure but an opportunity to lead.
That deeper engagement begins with thoughtful recruitment and clear expectations. Bill and Ted caution against selecting board members simply because they have a prominent name, impressive title, or substantial financial resources. Those qualities can be valuable, but research consistently points to passion for the cause as a critical ingredient. Rather than racing to fill open seats, nonprofits should use a deliberate process of conversations and discernment to determine whether prospective trustees understand the organization, care deeply about its work, and possess the judgment needed to address both successes and difficult challenges. Bill notes that when fundraising expectations are communicated during recruitment and orientation, board members are 11 times more likely to donate and fundraise for the organization, a powerful reminder that clarity at the beginning can shape engagement for years to come.
The conversation then turns to what Grossnickle calls a board member’s “bias for action.” That does not mean trustees should swoop in and start managing staff. Role clarity matters. Board members should focus on governance, strategic direction, advice, and partnership with staff, while also recognizing the unique contribution they can make to fundraising. They do not have to become professional solicitors, but they should be willing to tell the organization’s story, introduce prospective supporters, accompany staff on donor visits, and ask, “How can I help?” Bill also emphasizes the importance of pursuing 100% board giving while avoiding mandatory minimum gifts, which can exclude passionate and valuable trustees. The goal is full participation at a personally meaningful level, allowing board members to lead by example when inviting others to invest.
Finally, Ted warns nonprofit leaders against becoming victims of “the tyranny of the urgent.” Strong boards are not built by rushing recruitment, compressing important conversations, or assuming trustees will somehow figure out their responsibilities along the way. His advice is wonderfully simple, “Measure twice and cut once.” Invest time upfront in clarifying roles, discussing expectations, providing context, and preparing board members to contribute effectively to advancement. That extra care, he argues, saves time, money, and frustration later while treating trustees with the respect their role deserves. Bill closes by reinforcing the central message: board seats are special, expectations should be intentional, and when nonprofits cultivate allegiance, clarity, and a genuine bias for action, board members can become some of the organization’s most credible and influential ambassadors.
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