In Practice

 A collection of reflections from the work—where strategy, leadership, and stewardship take shape in real situations. 

 A simple idea that’s harder to execute than it sounds, and one that often shapes whether the next gift ever comes. 

I’ve seen organizations spend a lot of time debating tactics, what to include, what to send, what might increase response. 

But the real shift doesn’t usually come from adding more. It comes from paying attention:

• Noticing who responds.
• Who reads.
• Who lingers.
• Who quietly keeps giving.

Because stewardship isn’t about doing more for everyone. It’s about doing the right things for the people already paying attention. Sometimes that looks like:

•  A simple follow-up that acknowledges something specific
• Sharing an update before the next ask
•  Connecting the donor back to the impact they cared about in the first place

It's not complicated. but it is intentional.  

And over time, that’s what builds the kind of relationships that don’t have to be chased. 

 It’s simple work—but not always easy to implement. If you’re working through this, you don’t have to do it alone. 

As organizations prepare for new board terms this July—or recruit throughout the year—there’s one conversation that often gets softened or skipped entirely:

Give/Get expectations.

They’re frequently debated. But the real issue isn’t the number—it’s what that number is meant to signal.

I’ve worked with organizations across the spectrum.

At one, board members contributed at a true leadership level, significant personal giving, alongside sponsorship tied to major initiatives.

At another, expectations were more flexible, personal giving paired with participation in events and peer engagement.

And I’ve also seen what happens when expectations are removed entirely and it doesn’t make things easier. 

In practice, it often makes conversations about giving more difficult—because it’s not always clear what meaningful contribution actually looks like.

At the same time, there’s a real concern to acknowledge: when expectations are defined too narrowly by financial contribution, they can limit who feels welcome at the table, and unintentionally narrow perspective, access, and diversity.

That matters. But avoiding the conversation altogether doesn’t solve the problem—it just pushes the confusion downstream.

And it often shows up later as:

• Uneven engagement
• Missed expectations
• Discomfort around fundraising that never quite gets addressed

This isn’t about choosing between high expectations and no expectations. It’s about defining what contribution actually looks like.

For some boards, that includes financial leadership. For others, it may include opening doors, building relationships, or amplifying the mission in meaningful ways.

But when that isn’t clearly defined, even committed board members hesitate—and teams are left navigating mixed expectations.

This is where many organizations get into trouble, not later, but at the point of recruitment. Because if expectations aren’t defined when someone joins, they’re much harder to reset once they’re in the room.

Boards don’t struggle because expectations exist. They struggle when expectations aren’t defined—and consistently reinforced.

I’m seeing more organizations wrestle with this right now.

If this is something your organization is working through, you’re not alone.

I’m always open to a conversation.

Not every improvement requires a new strategy.

In fact, some of the most meaningful changes I’ve seen come from small, consistent shifts in how organizations approach their work.

A few that come up often:

1. Share an update before the next ask

It sounds simple, but it’s easy to skip—especially when timelines are tight.

A brief, thoughtful update helps reconnect donors to the work and makes the next conversation feel more natural.

2. Be specific in how you acknowledge support

Generic thank-yous are easy. Specific ones take a little more attention—but they’re what people remember.

Even one sentence that reflects why their support mattered can shift the tone of the relationship.

3. Help people see how they can contribute

Whether it’s board members or donors, people respond better when expectations are grounded in something they can understand.

Not in rigid terms—but in ways that help them see how they can meaningfully contribute.

If it would be helpful, I’m always happy to take a quick look and share a few thoughts.