A disengaged board isn’t your biggest fundraising problem. An unaligned board is.
Across the nonprofit sector, boards are supportive, enthusiastic, and deeply invested in the mission, yet fundraising results still fall short. The issue here isn’t a motivation problem. It’s an alignment problem.
Board fundraising alignment means that nonprofit board members clearly understand their role in fundraising, what is expected of them, and how their actions support the organization’s overall fundraising strategy. Alignment starts with the CEO setting clear expectations, providing structure, and reinforcing the culture consistently.
As AmPhil CEO Chris Kuetemeyer explains:
“They don’t know what alignment looks like, and they don’t know what’s expected of them in practical terms.”
Building a strong culture of philanthropy begins long before the first vote is ever taken or the first ask is made. Alignment is something effective leaders design intentionally.
Great CEOs build alignment. They create clarity. They define the path. And they do it well before a campaign launch, a capital ask, or a year-end appeal.
A lot of nonprofit leaders assume that fundraising alignment is a board problem. But effective CEOs understand the real dynamic:
Alignment begins with leadership, not the board.
Boards don’t magically improve themselves. They don’t intuit expectations. They don’t build the fundraising muscle on their own.
Chris Kuetemeyer puts it simply:
“Boards respond to leadership. They take their cues from the CEO.”
When a CEO clearly explains the plan, spells out each person’s role, shows what success looks like, and offers real support, alignment happens quickly.
Learn how to build a strong nonprofit fundraising strategy and strategic plan your board can actually support.
Trust is the cornerstone of any aligned board. According to Chris, trust requires both character and competence. Leaders must be reliable and caring, while also doing what they say they will do.
“You said you were going to use the donors’ money to do this thing, and you did… and you provided a report.”
For leaders who want to dig deeper into building trust, Chris recommends resources like the book The Speed of Trust by Stephen M.R. Covey, which explores how trust drives mission success and board alignment.
Transparency is equally important. Boards need honest information about what is working and what is not. When challenges arise, CEOs must share them clearly and constructively.
But transparency and honesty must be paired with hope. As Chris notes:
“It has to give them a sense of hope… You can’t bring that transparency in a ‘the roof is falling, and it’s on fire’ way.”
Strong CEOs must act as strategic and bold encouragers.
Nearly every nonprofit CEO has heard some version of these statements:
“We’ll support the fundraising team however we can.”
“Let us know how we can help.”
“We’re happy to be involved.”
These are all nice intentions, but intentions aren’t alignment. Alignment only happens when support is specific, measurable, expected, understood, rehearsed, and built into the board’s culture.
Chris warns:
“If the board doesn’t know exactly what you need, they can’t meaningfully contribute. And ambiguity leads to the same outcome every time: nothing happens.”
This is why clear board expectations from the start are so critical. When board members don’t fully understand what they’re signing up for, their disengagement is a symptom of unclear expectations.
Strong nonprofit leaders replace ambiguity with structure. They give boards clear, doable ways to support the fundraising strategy.
Effective approaches include:
A clear explanation of the fundraising model – Boards need to understand how you raise money and why certain strategies matter. Learn more about board engagement strategies.
Written expectations for board engagement – Not vague norms; actual expectations the board votes on and owns.
Training and preparation – Boards rarely get coached on donor communication. A CEO who invests in training builds confidence, which drives participation.
A cadence of involvement – Board activity shouldn’t hinge on “when we remember.” It should be part of the annual rhythm.
A CEO who reinforces the culture – Boards rise (or fall) to the standard the CEO sets.
Chris emphasizes the extreme importance of creating reasonable on-ramps for board members:
"You think they know, but they don’t.”
One of the most persistent misconceptions in nonprofit leadership is that board fundraising alignment means forcing board members to solicit donations. This belief often creates unnecessary resistance.
Alignment is about leveraging strengths, influence, and relationships in ways that support fundraising without forcing uncomfortable roles.
As Chris puts it:
“Alignment is not about forcing anyone into a role they don’t want. It’s about leveraging their influence in a way that fits their strengths.”
This approach focuses on:
Ambassadorship, not cold solicitation
Warm introductions, not pressure
Strategic conversation, not awkward pitches
Advocacy, not obligation
Relational leadership, not transactional tasks
Many organizations also bring clarity in this area by using a time, talent, and treasure matrix, which helps define how each board member contributes and where gaps still exist.
When CEOs lead board fundraising alignment intentionally, the entire organization benefits:
As Chris summarizes:
“That’s what alignment produces.”
For more nonprofit leadership insights, check out additional resources from the sector’s thought leaders.
To summarize: Board fundraising alignment improves when nonprofit CEOs set clear expectations, build trust, and create a structure that supports meaningful board engagement.
Fundraising alignment starts with the CEO, not the board
Boards need explicit expectations for fundraising support
Trust and transparency are foundational to nonprofit fundraising alignment
Alignment is about leveraging influence, not forcing solicitation
Structure replaces ambiguity and drives participation
Aligned boards strengthen the entire fundraising strategy
When CEOs lead board fundraising alignment intentionally, boards stop feeling like a risk factor and start becoming a real strategic asset.
The beginning of the year is the perfect time to clarify expectations and set new rhythms. Great boards aren’t born. They are built patiently, intentionally, and with strong leadership.
CEOs who invest in board alignment now will see the results throughout the entire year.
For more insights on nonprofit leadership and fundraising strategy, explore the AmPhil blog, or learn more about our strategic consulting services here.