How to Engage Your Board in Major Gift Fundraising

Senior Vice President, Strategy and Services

In February, I celebrated my birthday not with cake, but in a conference room leading a workshop on major gifts. The room was packed, standing room only. One of my slides focused on board engagement and the unique role board members play in major gift fundraising.

I shared three simple truths—every board member can (and should):

Give generously. Their support for the organization should be among their top philanthropic priorities.
Advocate for the organization. Share the mission, tell its story, and give their own testimony of why they support it.
Be a connector. Introduce the organization to others in their network who may share the same passion for the mission.

The moment that slide appeared, hands shot up. For the next 20 minutes, we shifted into an impromptu dialogue about board engagement. Attendees voiced their frustration: board members who rarely showed up, who didn’t participate in fundraising efforts, or who believed their only role was to avoid being asked to “hit up their friends for money.” Others admitted they weren’t sure how to coach their boards into action.

That conversation captured a widespread reality: nonprofit board engagement in fundraising remains of the biggest challenges for organizations. Boards have enormous potential to fuel major gift fundraising, but too often, they remain disengaged or, worse, misunderstand their role altogether. The good news is it doesn’t have to be this way. With the right expectations, culture, and support, boards can become powerful allies in growing philanthropic investment.

Let’s look at how nonprofits can better engage their boards in major gift fundraising, drawing from proven strategies and best practices.

Step 1: Redefine the Role of Your Board

Many board members think “fundraising” equals “asking for money.” That misconception creates resistance, anxiety, and disengagement. But fundraising is a team sport, and solicitation is only one position on the field.

Boards need to understand that their role isn’t necessarily to make the ask. Instead, it’s to:

Lead by example through their own giving.
Open doors and build relationships.
Share the organization’s story authentically.

A clear orientation and written expectations, ideally included in a board member job description, can dispel myths and give members confidence that they do have something valuable to contribute.

Set the Expectation of Generous Giving

One of the most important and sometimes most uncomfortable topics is board giving. Yet, it’s essential. Board members who do not give generously themselves cannot credibly invite others to do so.

Best practice is to ask each board member to make the organization one of their top three philanthropic priorities. This allows for flexibility, allowing board members to give at different levels depending on their capacity while setting the expectation that every member contributes meaningfully.

Clear guidelines remove awkwardness. Boards should not debate whether giving is required; they should discuss how they each can give generously, in line with their means.

Step 2: Create a Culture of Philanthropy

Fundraising success isn’t built solely on strategies and tactics. It’s built on culture. A culture of philanthropy means everyone in the organization, from staff to board, views fundraising as advancing the mission, not as an optional chore.

Boards steeped in this culture see philanthropy as an expression of values, not a transaction (see our case studies for real examples of board engagement driving fundraising success). They feel pride in introducing others to a mission they love. They recognize their giving as leadership, not obligation.

Leaders can cultivate this culture by regularly talking about the joy and impact of giving, celebrating donor stories, and reminding board members that philanthropy is about transforming lives, not merely filling budgets.

Foster Peer Accountability

Sometimes, the best motivator is peer expectation. A culture where board members hold one another accountable to give, advocate, and connect can be powerful.

Ways to encourage this:

Share 100% board giving participation rates.
Create a board “engagement dashboard” to track advocacy and connections.
Invite board members to share stories of their own engagement at meetings.

When board members see their peers stepping up, they are more likely to follow suit.

Celebration creates a positive feedback loop. When board members feel valued, they are more likely to continue engaging.

Celebrate Their Contributions

Everyone wants to know their efforts matter. Celebrate your board members not only for their financial giving, but also for their introductions, advocacy, and behind-the-scenes support.

Simple practices include:

Publicly thanking them at events.
Sending handwritten notes for their efforts.
Highlighting board contributions in newsletters or reports.
Sharing stories of how a connection they made led to a meaningful gift.

Step 3: Equip Your Board to Be Ambassadors

Many board members fail to advocate for their nonprofit simply because they don’t feel equipped. They may worry about saying the wrong thing, or they may not fully understand the organization’s impact themselves.

Equip board members for fundraising success by:

Providing a short elevator pitch they can personalize.
Sharing impact stories that resonate emotionally.
Giving them access to talking points, program data, and success metrics.
Inviting them to tour programs, meet beneficiaries, or engage with staff so they have authentic experiences to share.

An equipped board member feels confident telling the story of the mission in their own words and their personal testimony is far more powerful than rehearsed scripts.

Make Networking Manageable

When it comes to being connectors, many board members don’t know where to start.

They may think they have to introduce the nonprofit to CEOs or ultra-wealthy philanthropists. In reality, connecting is about relationships of all kinds.

Encourage them to:

Invite a friend to attend an event or program.
Host a small gathering in their home.
Introduce staff to a colleague who has expressed interest in similar causes.
Share a social media post and add their own note about why they care.

These may seem like small actions, but they widen the circle of engagement. Over time, introductions lead to new champions, donors, and advocates.

Train and Coach Board Members

Board engagement requires ongoing training and coaching beyond a one-time orientation.

Consider hosting periodic sessions that focus on:

How major gifts fundraising works.
The donor cycle: identification, cultivation, solicitation, and stewardship.
Role-playing conversations that board members might have with friends or colleagues.
Updates on impact, so they can see philanthropy in action.

When nonprofit boards are coached and supported, they gain confidence. That confidence leads to action—their engagement in major gift fundraising grows significantly.

Be a Good Partner

Finally, remember that board engagement thrives on partnership with staff.

Staff should not expect board members to do fundraising alone. Instead, staff should walk alongside them by providing materials, joining meetings, and following up on introductions. Think of board members as door openers and staff as closers. Together, they can advance relationships that lead to transformational gifts.

Why a Trusted Partner Can Help

Shifting board culture doesn’t happen overnight. It often requires outside perspective, dedicated coaching, and a trusted guide who can balance encouragement with accountability. That’s where bringing in an experienced partner adds value.

A third-party facilitator can:

Lead honest conversations that might feel uncomfortable if delivered by staff.
Provide tested tools, frameworks, and real-world examples.
Reinforce expectations so staff aren’t the only voices reminding the board of its responsibilities.
Create a safe space where board members can ask questions and learn without fear of judgment.

At the Winkler Group, we’ve seen that when boards are trained and equipped, the results ripple far beyond major gifts. Boards become more confident leaders, staff feel supported, and organizations see stronger donor relationships across the board.

Bringing it All Together

Back to my presentation. As nonprofit and fundraising leaders voiced their struggles with disengaged boards, I reminded them that change starts with clarity and culture.

When boards understand their role, when giving is expected, when they are trained and equipped, and when their contributions are celebrated, engagement transforms.

The truth is that major gift fundraising cannot reach its potential without board involvement. But board involvement doesn’t have to mean uncomfortable solicitations. But it must mean giving generously, advocating passionately, and connecting authentically.

And while nonprofit leaders can move the needle themselves, having a trusted partner to help navigate these changes often makes the difference between frustration and transformation. Because when boards step fully into their role, the impact is extraordinary.

About the Winkler Group

Nonprofits are essential to thriving communities. The best ones transform lives and shape brighter futures. We help make that impact possible.

For over two decades, the Winkler Group has specialized in guiding organizations from vision to action through strategic planning, capital campaigns, and fundraising counsel that delivers results.

A national firm headquartered in Charleston, South Carolina, with offices across the country, the Winkler Group proudly walks alongside organizations committed to education, community impact, and serving the greater good.