This article was originally published in Candid
Every nonprofit wants donors who are deeply connected to the work they fund—supporters who don’t just write checks but are invested in the mission. But this requires organizations to do something they find uncomfortable: asking donors to change.
This may seem counterintuitive. Nonprofits are experts at fulfilling donor needs, not the other way around. But deep engagement requires a shift in the traditional funder-grantee dynamic. It means stepping away from viewing donors as patrons and inviting them in as partners.
Asking donors to rethink the funder-grantee relationship
Nonprofits are used to keeping donors at arm’s length, presenting their successes—the beautiful mosaic—while concealing the individual tiles that make that successful impact possible. This approach projects a polished image but limits donors’ understanding of the nuances and complexity that underlie the work. It also perpetuates a one-sided dynamic where nonprofits deliver while donors remain passive recipients.
If we want donors to engage deeply, they need to see beyond the curated highlight reel. They need to understand the wins and struggles that shape meaningful impact. This level of transparency requires effort and commitment from both sides to the relationship and a learning journey where donors are willing to grow and adapt alongside the nonprofit. Nonprofits need to feel confident sharing challenges and failures without the fear of losing support.
Building authentic partnerships
Forging these partnerships starts with rethinking the transactional nature of most donor relationships and for nonprofits to consider what donors can contribute beyond money—their time, trust, and curiosity. Over the years, I’ve found three practices particularly effective in fostering these connections:
1. Set clear expectations. From the very first interaction, it’s important to align on partnership values and expectations. As senior manager of impact at the Maverick Collective by PSI, I tell potential donors that my role is to align their passions with work that is strategic and meaningful—not to create programs simply to secure funding. The work must first and foremost benefit the communities we serve. This foundational understanding enables us to navigate potentially tricky situations with clarity and mutual respect.
For example, imagine a donor proposes a health intervention that we know won’t be effective. I can revisit our initial conversation and say something like: “You know that my priority is ensuring we achieve the greatest impact. While I value your input, let’s explore why the intervention you’ve suggested might not help us reach that goal.” This approach centers our shared commitment to impact and fosters trust, even in difficult conversations.
2. Address power dynamics. Secondly, many donors have never considered how their influence might shape the work. By asking donors to discuss power dynamics early on, nonprofits can foster a sense of partnership over hierarchy. The impact of these conversations can be transformative, helping donors see their role as collaborators rather than overseers. And in exchange for their respect and trust, we provide proximity and transparency. We tell donors that in reporting on their funding, we’ll share not only successes but also failures. This approach transforms traditional donor engagement tools into opportunities for connection:
- Reports include challenges, lessons learned, and course corrections.
- Update calls begin with the personal—taking time to talk about our families and lives—and end with mutual gratitude.
- Site visits focus on learning and collaboration, equip donors with resources to show up as engaged partners, and help donors gain a deeper appreciation for complexities on the ground.
3. Cultivate a culture of authentic engagement. It’s important to acknowledge this approach isn’t for everyone. Deep engagement is resource-intensive for both donors and nonprofits. It’s best suited for donors who give at a high level and express a desire for meaningful involvement. For other donors, lighter-touch strategies remain essential.
Establishing a dynamic of deep engagement requires intentionality, leadership buy-in, and an enabling organizational culture. Program staff often need support to feel comfortable sharing challenges or failures with donors. Leadership must be prepared to have difficult conversations or even decline funding if it doesn’t align with the organization’s mission.
But when it fits, these relationships can lead to long-term partnerships that allow for transformative work. At Maverick Collective by PSI, we’ve seen donors:
- Advocate for our work within their networks, introducing us to new opportunities.
- Transition from project funders to organizational leaders.
- Reinvest with full flexibility, trusting our teams to determine how best to use the funds.
When nonprofits take the bold step of asking donors to engage in new ways, the relationship moves beyond transactions to partnership rooted in shared values, mutual growth, and a commitment to impact. For those willing to embrace this approach, the rewards—for both the nonprofit and the donor—are worth the effort.
Read the original article here.
