5 Mindset Shifts That Overcome Nonprofit Board Fundraising Reluctance

Want to reframe fundraising so your board leans in instead of backing away? Here are five mindset shifts that can turn reluctant nonprofit board members into enthusiastic champions for your cause.

1. Philanthropy, Not Fundraising

“Philanthropy, Not Fundraising” is not a catchphrase or throwaway line, but speaks to what I believe is the essential core of the work of the nonprofit sector. It’s about “love of humanity,” not just money. One is purpose, the other is simply a means to that end.

As Hank Rosso, founder of The Fund Raising School, put it: “Fundraising is servant to philanthropy. … It draws both its meaning and essence from the ends that are served.”

Board members need to understand a culture of philanthropy before they can champion it — and that conversation starts with leadership. Sometimes, to be honest, it’s not much needed. The nonprofit is largely funded by earned income, and the board members know the organization won’t cease to exist if they don’t raise additional dollars.

However, if the organization’s goals require philanthropy – true for most nonprofits — then there’s a case for fundraising to meet those goals. If you don’t make this case, and if everyone on the board doesn’t buy into it, fundraising (aka philanthropy facilitation) will never get off the ground.

2. Love, Not War

The goal is not to raise a certain amount. Your real goal derives from the why of the organization’s existence and the why of the donor’s search for meaning and purpose. Fundraising never exists in a vacuum.

When a fundraiser focuses on bringing out a donor’s love, rather than extracting money as if from an ATM, good things ensue.

The donor feels good. MRI studies show even contemplating giving brings a “warm glow” dopamine rush. Donors don’t say “They twisted my arm to give a million-dollar gift.” Rather, “I got so much more out of this than I gave.”

The fundraiser feels good. The work moves away from “money getting” to making a meaningful match between donor and organizational values. No one says “I’m successful because I landed a big whale.”

Rather, the point is the board member made it possible for donors and the organization to do good.
The organization does good. The act of raising money isn’t the good thing. Rather, what is accomplished with that philanthropy becomes the focus. No one says: “We’re a great organization because we raise $15 million annually.” The point is something else entirely.

3. Giving, Not Taking

Most people would love a way to make an outsized difference — something they couldn’t accomplish alone — by joining a community to realize their dreams.

That’s where your board member comes in. Everyone has issues that keep them up at night. Sure, some are personal. But others reflect moral values like freedom, hospitality toward strangers, protection of children, housing for all, and so forth.

Issues like these can be overwhelming when faced alone. Board members, and you, can show people a pathway to fulfillment.

In other words, when you ask people to join your cause you’re not taking money out of their pocket — you’re filling up their cup with an opportunity for love, joy and renewed purpose.

4. Matchmaking, Not Incompatibility

Remind board members they are matchmakers, not collection agency reps. When a donor gives you something of value (time, talent, treasure), you give them something of value right back — usually an intangible, like feeling good about achieving a yearned-for outcome). It’s mutually beneficial.

Board members must understand their role: bringing real value in the form of a giving opportunity to the people they encourage to join your cause.

Of course, this won’t work every time. People have different values and priorities. That’s OK. Just encourage board members not to presume on behalf of others (i.e., “I don’t think they’ll be interested in this”) or deny them the opportunity to turn your offer down (i.e., “I don’t think this is a good time to ask them”).

It’s not about what you think. It’s about what the prospective donor thinks and values. You won’t know unless you ask.

5. ‘Continually Opening Doors,’ Not ‘Always Be Closing’

“Continually opening doors” is a much more palatable assignment than “always be closing.”

Taking action to facilitate philanthropy does not mean starting at the closing phase. Cold calls, begging, aggressive arm twisting — few board members sign up for that willingly.

What if you told board members the single most important thing you want is for them to open doors? Think of it as the classic meaning of COD — cash on delivery. In commerce, payment is made once the goods make their way to their intended recipient — not in advance. The “goods” are philanthropic opportunities. The money follows, but it’s not first and foremost about the money.

It's about board members sharing firsthand testimony: when a friend, family, colleague, or assignment decides to join your cause, movement or project, good things happen. That's the message — and the door opener.

Don’t Just Train, Activate

Board members want to help. They actually want assignments that make them feel useful.
I’ve lost count of fundraisers who tell me, “My board won’t do anything” — while board members say, “They never ask me to do anything,”

The problem usually isn’t your board. It’s the absence of clear, meaningful, and doable expectations. End your next board meeting, or training session, with this simple activation:

1. Ask each board member to choose one action they’re willing to take in the next 30 days.
2. Make it specific — an invite, introduction, thank-you call, tour, or coffee.
3. Write it down.
4. Follow up.

That’s it. Not a campaign, not a major gift ask — just one door opened.

Momentum in fundraising comes from participation, not pressure.

When board members see themselves as facilitators of generosity — connecting others to meaning and purpose — something shifts. They stop avoiding fundraising. They start embracing it.

And that’s when you move from a board that understands philanthropy to a board that actually practices it.

The preceding content was provided by a contributor unaffiliated with NonProfit PRO. The views expressed within may not directly reflect the thoughts or opinions of the staff of NonProfit PRO.