Rethink Your Job Description
Ignore your title, and likely your job description, too. You’re not primarily a writer, a manager, a director, nor most other monikers used to describe major grants work. When it comes to gaining momentum in this space, you must be a leader.
It’s your job to make your organization stand out in the eyes of investors. That means you must inspire action among your colleagues.
If your nonprofit has a track record of moderate grants, make the following shifts in your role. They will establish a culture of securing increasingly impactful foundation partnerships:
From Promoter to Producer
One client had a memorable process. The grants lead would look up from the keyboard, think about the latest organizational news, and spill the contents into a beautifully written proposal. It was an impressive skill that got the organization stuck in a pattern of moderately-sized foundation awards.
When we delved into the reasons why this method existed, the grant professional admitted working solo because the organization lacked respect for and interest in the funding process.
In partnership with leadership, we elevated the work. The grants lead began speaking more with program officers. The contents of those conversations made their way into the organization’s culture: Rather than reporting out the latest grants, this newly-empowered staffer infused team meetings with intel about what foundation partners cared about in their grantees.
What excited those funders had broad appeal across this nonprofit’s donors, funders, and employees. Much of it was actionable, such as trimming the number of outcomes measures from ten to three key indicators. This person sparked discussions that enabled deeper partnerships.
Funder-centric messaging soon populated not only proposals but social media posts and organization-wide talking points.
Grant revenue doubled, and overall revenue has skyrocketed since.
This staffer was no longer just a skilled writer but produced and influenced content like a movie mogul.
From Transactional to Transformative
Years ago, I volunteered with a safety net group that sought funding to expand its facilities. I attended a site visit with staff and a foundation prospect. With our hard hats on, staff was eager to point out the coming amenities. The program officer asked few questions about the vast new kitchen or its sub-zero freezers. Every question focused on the potential to make a lasting impact for the families this nonprofit served.
Yes, your funder is paying for that freezer. But it is investing in the transformation that the freezer brings—all that nourishment does to underpin a healthy and productive life.
When your intuition is to think, write, and talk about major grant makers’ lasting impact, you’re establishing a culture that attracts transformational philanthropy.
This might seem like Grants 101, but I’ve seen many advanced professionals slip into monologues about staffing or systems or freezers because that’s what they see every day. It’s an especially common habit for those who work at nationally-oriented nonprofits.
When you don’t see those you serve every day, build practices that remind you and your team of the potential your nonprofit has to make a lasting impact. Post photos or testimonials of those you serve. Highlight client stories at the beginning of staff meetings. Create ongoing ways to build impact into the fabric of your organizational culture.
From Investor to Insider
When one client secured its first seven-figure grant, the funder was also generous in words, “You are doing such important work, and it’s an honor to be part of that.” At that point, “part of that” meant funding the work.
This nonprofit made it a goal to deepen the foundation’s connection to the organization. Two years later, the same foundation staffer quipped, “When we get that next grant, the impact will…”
From you to we.
That’s what you’re hoping your largest funders are thinking when they consider where your nonprofit is headed next. Make this person feel like a part of your team.
This might be one of the most important reasons to get your office to frame its major grants work as such. While grant seekers know that they need to cultivate and steward their largest funders, give them attention on par with high-net-worth individuals. Even if the funding ends, these are people who can connect you to the next investor.
Major Grants Begin with Meaningful Changes
When you operate with a modest approach to grant seeking, you find the opportunities in front of you, just like that writer who spent so much time behind the keyboard. When you adopt a major grants mindset, you create a culture that exudes innovation, creativity, and community.
Sure, major grants come out of stellar proposals and relationships. They also come when grant seekers show themselves to be leaders.
If you plan to attend “From Modest to Major Grants” on September 20th, let me know if you have specific questions or challenges you’d like me to address: susan@resourcepartnersonline.com