Why Won't My Board Fundraise?
When I worked at Indiana University, the Dean of the Kelley School of Business had a screen saver that read:
“Never try to teach a pig to sing… it wastes your time and it annoys the pig.”
It’s funny. But it’s also uncomfortable.
Is that how we sometimes feel about trying to get board members to fundraise?
My colleague Benjamin Mohler, CFRE, ACFRE, tackles this very question in his recent article in Advancing Philanthropy titled “Relationships: CEO and Board – Tending the Ground Between a CEO and Board.”
After years of frustration and false starts, Ben shares a simple but powerful realization:
Most board members don’t fundraise because they believe fundraising is the CEO’s job.
And frankly, many organizations unintentionally reinforce that belief.
The Problem Isn’t Motivation — It’s Design
In my consulting work, I frequently hear:
- "Our board won’t fundraise."
- "They don’t make introductions."
- "They’re uncomfortable asking."
- "They don’t see it as their role."
But before we try to “teach the board to fundraise,” we should ask:
How are we designing the board experience?
Ben makes a compelling case that board engagement in fundraising is rooted in the health of the CEO–board relationship. When trust, clarity, and shared purpose exist, fundraising becomes a natural extension of governance—not an awkward add-on.
Board members engage when:
- They understand the mission deeply.
- They see how philanthropy advances that mission.
- They feel their time is used meaningfully.
- They are given specific, doable roles.
Fundraising isn’t about turning every board member into a solicitor. It’s about aligning them with impact.
Where I See Red Flags
Some organizations question why, when I begin a Campaign Readiness Study or Strategic Planning Assessment, I ask for:
- Board agendas
- Meeting minutes
- Committee charters
- Governance documents
Here's why:
The design of board meetings tells us everything about board engagement.
Are meetings dominated by:
- Operational minutiae?
- Long staff reports?
- Financial statements with no strategic framing?
Or are they structured with:
- Mission moments?
- Consent agendas?
- Strategic discussion time?
- Development dashboards?
- Clear next steps?
If board meetings do not inform, inspire, and equip members, we cannot expect them to confidently advocate or fundraise.
Before asking, “Why won’t they fundraise?” we should ask:
When board members leave a meeting, do they feel informed, inspired, and equipped to advance the mission?
A Governance Lens: Duty as Stewardship
One aspect I particularly appreciate in Ben’s article is how he reframes the board’s legal duties—care, loyalty, and obedience—not just as obligations, but as commitments to:
- Stewardship
- Faithfulness
- Integrity
As someone trained through BoardSource, I believe governance and fundraising are inseparable. Philanthropy is not a committee function. It is an expression of stewardship.
When board members understand that their role includes ensuring financial sustainability, fundraising becomes less about “asking for money” and more about safeguarding the future of the mission.
Practical Shifts That Work
Ben offers concrete ways to better use board members’ time. In my own work, I’ve seen real progress when organizations:
- Clarify fundraising expectations before recruitment.
- Train and coach rather than pressure.
- Pair board members with staff for relationship visits.
- Use dashboards to show impact and progress.
- Give very specific assignments (e.g., host, introduce, thank, steward).
Board members are more likely to engage when:
- The ask is specific.
- The task is meaningful.
- The mission connection is clear.
- The CEO is in authentic partnership with them.
A Question for You
If your board is not fundraising, it may not be a motivation problem.
It may be a design problem.
I encourage you to read Ben’s article and reflect on your own CEO–board partnership.
And then ask your board members:
“When you leave our meetings, do you feel informed, inspired, and equipped to be an effective ambassador for our mission?”
I’d love to hear your thoughts and reactions. What has worked in your organization? What hasn’t?
Let’s continue strengthening the ground between CEOs and boards—because when that relationship thrives, philanthropy follows.
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