‘Friendraise’ before asking board members to give

• DOI: http://doi.org/10.1002/ban.30683
• Published date: 01 May 2018
• Date: 01 May 2018

May 2018 • Volume 34, Number 9 3

DOI 10.1002/ban© 2018 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

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Help staff handle

board requests

A board member calls your of-

fice with something he wants done

yesterday. You are not in. The board

member then contacts an employee

with his request. Do you know how

your staff member will handle the

board member’s request? Have you

prepared your staff?

Teach employees to respond

tactfully to board requests for work

and you will accomplish two things:

reinforce the chain of command to

board members, while at the same

time taking the pressure off staff by

giving them a protocol for handling

board requests.

Here’s a suggestion: Tell employ-

ees to always be courteous when

interacting with board members, but

if the situation demands it, explain:

“I have to talk to the executive direc-

tor about this assignment.”

This gives your employee an out,

while at the same time sending a

polite message that while the board

member needs something done, staff

first need the administrator’s OK to

handle the board member’s request.

Here are some other suggestions

for managing board requests for staff

work:

• Meet regularly with your top

administrative staff. This will rein-

force loyalties.

• Discuss recent board/staff

interaction with your supervisors.

This lets you reinforce how board/

staff contact should be handled

from the employee side.

• Avoid confronting board mem-

bers over board/staff issues. If a

polite reminder isn’t effective, the

board chair needs to intervene.

Board discipline issues are the

responsibility of the board’s leader-

ship.

• Reinforce board/staff contact

protocols every time the board elects

a new chair. Discuss the chain of

command, your views on it and the

board’s process for handling re-

quests for employee work. ■

‘Friendraise’ before asking board

members to give

To tap into board members’ willing-

ness to help raise money, your cause

should resonate with the board, and

the executive director must actively

engage their ownership. Here’s a good

way for CEOs to look at this issue:

You friendraise before you

fundraise.

Invest your time into persuading

the board that you need them to be

advocates and roving ambassadors

to help with fundraising. Continu-

ally feed them your success stories

and get them to invite people to your

organization for tours.

It’s Development 101 with the

board. Executive directors have all

heard, “I’ll be happy to serve on your

board, but don’t ask me to fund-

raise.” As the executive director, tell

board members, “I just want board

members to tell our story and let

me and my development staff do the

fundraising.” ■