What’s Holding Your Board Back? Overcoming Resistance to Giving
By Sandra Davis, CEO & Founder of Donorly
📢 This is the second post in our five-part series on board giving. In our first post, we explored how to ensure 100% board participation in your campaign. Today, we’re tackling a common challenge: resistance to board giving—and how to overcome it.
100% board participation in giving isn’t just a best practice—it’s a fundamental expectation of effective nonprofit governance. When every board member makes a financial contribution, it sends a powerful message: We believe in this mission, and we’re fully invested in its success.
But what happens when some board members hesitate to give?
Resistance to board giving is more common than many nonprofit leaders realize, and it often stems from long-standing board culture rather than a lack of commitment. Whether it’s uncertainty, financial concerns, or simply an outdated understanding of board roles, these challenges can—and must—be addressed head-on. A board that isn’t fully engaged in giving makes fundraising harder at every level.
The three barriers I’ve listed below can come as a package. I’ve certainly seen the challenges of a board member who was asked to give their expertise and time, couldn’t afford to give at a high level, and was not told about any giving expectations.
In one case, I talked with a board member who felt (rightfully so in their case) that the shift to giving expectations was a real bate-and-switch for them. When they joined the board the request was that they provide their community-building expertise, and they made clear that they were not in a position to give a gift, and wouldn’t join if that was required. The agreement and expectation was agreed on, but not documented. This board member felt a real lack of respect for their unique and important contribution when this conversation happened with new leadership. In the end, it was agreed that their expertise had an in-kind value, and over time they even began to give a gift during the organization’s yearly fundraising event.
But all of these barriers can be overcome with clear expectations, peer leadership, careful and transparent conversations, and a shift in how board giving is framed. Let’s explore the most common objections and how to navigate them.
1. “I Wasn’t Told This Was an Expectation—Why Change Now?”
The Obstacle:
If board giving has never been formally discussed, long-serving members may feel blindsided by a sudden shift. Change—even when necessary—can be met with resistance.
The Solution:
The best approach is peer leadership and transparency. Acknowledge the shift and make it clear why this change is necessary for the organization’s success.
Make sure to secure buy-in from key influencers on the board first. When respected board members lead by example, others are more likely to follow. Work toward getting buy-in across the full board. Recognize that this may take time.
Start with an open conversation:
🗣 “We recognize that board giving hasn’t been a formal expectation in the past. However, as we continue to grow, many of our funders ask about board participation, and 100% board participation helps us make a case that we all stand together in support of this mission. This shift strengthens our credibility, builds donor confidence, and positions us for greater impact.”
To prevent future uncertainty, integrate a giving expectation into board agreements and onboarding materials moving forward. Make it very clear, very specific, and review it for approval with the full board on a periodic basis.
2. “I Can’t Give a Large Donation.”
The Obstacle:
Some board members fear that if they can’t contribute a significant amount, their gift won’t matter. Rather than giving at a level they’re comfortable with, they opt out altogether.
The Solution:
Reinforce that participation—not dollar amount—is the priority. A board member’s gift should be personally meaningful to them, not a fixed requirement.
Consider setting a clear but flexible expectation:
✅ “Every board member gives at a level that is personally meaningful to them.”
✅ “Some of our largest donors and funders look for 100% board participation before making a commitment. Your participation—at any amount—helps us secure those gifts.”
Offering flexible giving options—such as multi-year pledges, employer matching, or in-kind donations—can also make participation more accessible. The key is to remove the fear of “not giving enough” and emphasize that every contribution strengthens the organization’s fundraising efforts.
3. “I Give My Time—That Should Be Enough.”
The Obstacle:
Some board members see their volunteer service is their primary contribution. This belief might be part of your organization’s traditions, and those contributions of volunteer service and expertise can be VERY valuable for your organization. Don’t discount it.
The Solution:
If you’re striving toward 100% board participation in monetary giving, one way to manage this is to reframe giving as an act of leadership, not just a financial transaction. Consider language like:
🗣 “Your time is invaluable, and we deeply appreciate your service. But 100% financial participation by the board—at any level—is a powerful way to demonstrate to funders and major donors that our board stands together and are fully behind this mission.”
Many funders ask about board giving before making major contributions. When a board is fully invested, it builds credibility and inspires confidence. Encourage board members to see their gift as a vote of confidence in the organization’s future.
A Culture of Commitment
Board giving isn’t just about fundraising—it’s about leadership, accountability, and long-term organizational success. Overcoming resistance requires thoughtful communication, peer engagement, and a shift in how giving is framed. And know that a culture shift takes time, so give it the time you need and make sure you’re providing opportunities for discussion and airing concerns.
When your board has successfully embraced a culture of giving it will be more engaged, more effective, and better positioned to lead an organization to its fullest potential.
