Should this person be more involved in the failing fundraising strategy at this nonprofit?
Recently, a staff member announced a new unrealistic financial giving expectation for all board members. Board members promised support, but their offerings have been weak. As a fundraising professional myself, I spoke with the executive director when he asked and said the approach of this staff member was not going to work. I also met with the employee at his invitation. And when I shared best practices, he took over the conversation.
As a longtime supporter, what is my best option here? Should I get more involved, or should I step back? As a late-career professional, I don’t want to get involved with this employee’s unsuccessful strategies, but as a deeply committed volunteer I don’t want his efforts to fail and the organization to suffer. Any ideas?As an emeritus board member, your status gives you an advisory role. You have a long-term commitment to this organization. You have professional expertise in fundraising.
If you still feel strongly about this plan when the next board meeting rolls around, you should openly and with intention state your concerns, without specifically undermining this staff member or throwing anyone else under the bus. The board can then take into account your concerns and make a decision about how to move forward.Four couples agreed to split a very reasonably priced vacation home with four bedrooms and four baths. Each couple paid one-fourth of the total to the owner in advance.
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