FULL TRANSCRIPT OF THE PODCAST

Just like any arts manager, I have found myself complaining about the Board.

They don’t do this, or they don’t do that, or they never show up. They never keep their promises.

It’s easy to point fingers, but let’s take a step back and look at it from the Board member’s perspective.

Lately and like so many of you, I’ve started using A.I. tools to help inform my work. I don’t use A.I. to author anything from scratch but have found it to be a tremendous resource to efficiently mature, refine, and communicate my thinking.

Expectations are high for board members in an arts and cultural organization. They are expected to give of their time and expertise, buy and give regularly and generously, and leverage their relationships in both their personal and business communities for the benefit of the arts organization. If that isn’t enough (and it never is), they are obligated to attend meetings, serve on committees, and help pursue any number of organizational interests. For some, this is a labor of love. For others, it’s just a labor.

Why did I mention A.I. a moment ago?

Because arts and cultural organizations sometimes treat their board in a similar fashion—that every board member should be knowledgeable and responsive oracles to provide answers to our questions, lead us to solutions, and be ready, willing and able to advance the herculean tasks to advance our organization. BUT, they should only make themselves available when we decide they are needed.

It’s ok to treat A.I. this way, but don’t treat board members like this.

In my experience, no matter how many members make up your board, the governance body gets divvied up into three categories:

• About one-third of your board is highly-engaged, highly-activated and highly productive.

• Another third wish they could be like the first group, but they mostly just attend the board meetings, and show up for a few events.

• The final third, most often appear to have forgotten they are on your organization’s board at all.

But this is a post in defense of the board, so I’m turning the mirror around to ask instead, what have YOU done to contribute to the lack of board engagement, and what can YOU do to make it better?

After all, put yourself in the board member’s shoes. In fact, let’s do a little role-reversal. Let’s say you shadow a board member at his job. For half-a-day, you receive information and a little coaching on what his job entails. You also receive mountains of manuals and information regarding the responsibilities. And after you come back from lunch, your board member says, “All good—you got it from here?” and expects you to do his job.

Totally unreasonable and frightening, right? Think of the barriers you would have in understanding what is expected of you or how to do it. Well, the reverse is equally as true.

Let’s look at the barriers that board members face while attempting to serve. These are good for all board responsibilities, but for the time being, let’s focus on fundraising.

1.    Lack of clearly-defined expectations

Without clear expectations and guidelines, board members may struggle to understand their role in fundraising or feel uncertain about what is expected of them. To avoid this challenge:

• Establish a fundraising policy: Develop a formal fundraising policy that outlines the roles, responsibilities, and expectations of board members regarding fundraising activities. Include guidelines on donor solicitation, gift acceptance, and stewardship practices.

• Provide role descriptions: Clearly define the fundraising roles and responsibilities of board members in their job descriptions or board manuals. Specify the time commitment, fundraising targets, and support available to fulfill these roles.

• Conduct orientation and onboarding: Ensure that new board members receive thorough orientation and onboarding regarding fundraising expectations, policies, and procedures. Provide ongoing support and clarification as needed.

2.    Lack of defined interest

Not all board members may be equally passionate about fundraising or fully understand its importance to the organization's mission. This lack of interest can result in apathy or disengagement. To address this challenge:

• Connect fundraising to mission impact: Clearly communicate how fundraising efforts directly support the organization's mission, programs, and beneficiaries. Share success stories and testimonials that demonstrate the tangible outcomes of fundraising.

• Cultivate a culture of philanthropy: Foster a culture where fundraising is seen as a collective responsibility and a source of pride. Encourage board members to share their personal connections to the organization and its impact on their lives.

• Involve board members in meaningful ways: Offer opportunities for board members to participate in donor stewardship, cultivation events, or campaign launches. Show them the tangible results of their efforts and involvement.

3.    Lack of experience

Many board members may not have prior experience with fundraising, especially in the context of arts organizations. This lack of experience can lead to uncertainty and hesitation. To overcome this challenge:

• Offer mentorship and guidance: Pair less experienced board members with seasoned fundraisers or staff members who can provide mentorship and guidance.

• Provide ongoing education: Offer continuous learning opportunities such as workshops, webinars, and access to online resources. Encourage board members to attend fundraising conferences or seminars to expand their knowledge and network.

• Celebrate small wins: Acknowledge and celebrate fundraising successes, no matter how small. This positive reinforcement can boost confidence and motivation among board members.

4.    Lack of communication and understanding

Effective communication is crucial for aligning board members' understanding of fundraising goals, strategies, and progress. Poor communication can lead to misunderstandings, missed opportunities, frustrations and disengagement. To improve communication and understanding:

• Foster open dialogue: Create a culture of open communication where board members feel comfortable asking questions, sharing ideas, and expressing concerns related to fundraising. Encourage feedback and suggestions for improvement.

• Provide regular updates: Keep board members informed about fundraising activities, achievements, challenges, and upcoming opportunities. Share financial reports, donor updates, and impact metrics to demonstrate progress.

• Utilize technology and tools: Leverage technology such as email newsletters, virtual meetings, and online collaboration platforms to facilitate communication and information sharing among board members. Provide access to fundraising software or databases for tracking progress and donor interactions.

5.    Lack of mentorship and partnership

A lack of mentorship and partnership can significantly hinder board member engagement in arts and cultural organizations. Without guidance and collaboration, board members may feel disconnected from the organization's mission and goals, leading to reduced motivation and involvement. To improve the approach:

• Implement a mentorship program matching experienced board members with newcomers to foster knowledge transfer and relationship building.

• Encourage partnerships between board members and staff, creating a collaborative environment where ideas can be shared and implemented effectively.

• Provide ongoing training and development opportunities to empower board members with the skills and resources they need to contribute meaningfully.

The Last Word

In conclusion, let me encourage you to never treat your board members as an A.I. tool. Board members don’t just govern the organization, they are a valuable resource that, when fully coached, activated and informed, provide irreplaceable value to the fundraising program. After all, they aren’t robots…at least not yet.