1. At each meeting, one leadership member spends up to four minutes sharing their personal story of connection to the work. The more details of the story and the stronger the person’s connection to women’s rights/ issues of focus, the better. Feel free to tie into your story the words Advocate, Educate, “Genderosity” or other relevant brand themes.
2. Consider a meeting dedicated to shaping an advocacy and/or programmatic goal. The focus is on a defined action (i.e. address FMLA in the county, join a coalition on fair pay, research safety issues and their solutions for women and their families, etc) and developing a ‘case’ for support. Attach a financial goal to the case statement that includes staff support to administer project and support for the Executive Director.
3. In each quarter, find at least three forums / outlets (i.e, a newsletter, event, one-on-one appeal to a donor) to start talking about and ‘test’ your case for support/story about a larger vision for the work.
4. Prepare lists and ideas for introductions to at least 50 potential new Trustees. Spend one third of each meeting discussing five of these names and possible action items that will engage them to ask for their advice in shaping ‘the case’.
5. Prepare lists of new audiences to solicit for funding and prioritize these based on conversations at the leadership level and in one-on-one meetings with fellow trustees. Such new audiences to pursue might include men, federation allocation, project-based giving, people to sponsor young women to be trustees, donations from philanthropic foundations that focus on women and / or identified issue areas. For each funding source area, set a goal that is specific, measurable, attainable, realistic and timely.
6. Utilize time with trustees or prospective donors to ask: What is the most compelling issue for you? What is your legacy? What impact do you want your giving to have? Start compiling these answers for use with capacity asks and collateral materials.
7. Start every conversation with an invitation to be a “partner of our work for life” and explain the need for long term support to affect deep systemic change. Invite people to share their legacy and consider being a ‘member of a team’ that is serving their legacy and that of other like-minded people. From the invitation for a legacy gift, encourage a multi-year ask as a first step towards a commitment.