When I was working in-house at a nonprofit, I dreamt about meeting certain foundation leaders. It seemed nearly as exciting to engage with those luminaries as to win a grant from their philanthropies.
One rookie mistake still sticks with me. I once poured significant energy into securing a funder meeting and planning my request, but I failed to prepare as fully for the gathering itself. Mid-meeting, I wondered: Was it my goal to educate the funder, or vice versa? As the conversation ended, the invitation to submit a proposal felt like sheer luck.
The meeting preparation I now suggest to clients relies on years of experience and conversations with funders. As with all things related to foundations, the framework I cite here relies on generalities, so adjust it as you learn each program officer’s expectations.
Slides? No. Agenda? Yes.
In the lead-up to a funder meeting, I watch many clients go into slide development mode. I don’t recommend that unless deck building helps you organize your thoughts.
Slides can become a trap. When you lean on your verbal skills instead, you can pivot if your contact takes interest in an unexpected line of thinking.
Begin by drafting the meeting agenda. Send it to the program officer and ask for feedback. Time stamps will demonstrate priorities and keep you on track. Consider this a starting point:
Draft Agenda 2-2:45 p.m.
- Introductions (2:00)
- Summary of ABC Nonprofit (2:05)
- Questions about XYZ Foundation’s Priorities (2:10)
- Partnership Opportunities (2:30)
- Next Steps (2:40)
TED Talk? No. Summary? Yes.
During the meeting, after brief introductions, synopsize your organization’s relevance given what you know about this funder.
Make it brief. If you secured a meeting, the funder clearly knows something about your organization. Your goal early in the visit is to sketch an angle on the work that makes it stand out.
That might include some little-known organizational greatest hits or some emerging work that stands to shape its next phase. Incorporate funders’ roles in that subsequent stage. Sprinkle in a gem about your leadership. Leave the program officer wanting more.
Presentation? No. Questions? Yes.
You want the bulk of your time to revolve around questions for the funder.
If you’re seeking a major grant, you need context so that you can articulate the merits of a significant partnership. When you speak too much too soon, as I did in my early days, you miss a chance to sharpen your case. Replace that urge to talk with questions.
Ask about topics that will help you gain clarity about your nonprofit’s place within the foundation’s interests.
Singular Request? No. Menu? Yes.
The funder’s replies will help you craft a bespoke partnership idea or menu. It’s ideal to come prepared with a first-choice funding request, with the realization that you might need to adjust. It’s best to have a few options in mind, including general operating support.
Highlight what you’re seeking to fund, what it will achieve, and the cost, including commitments from other sources. Show that your organization is worthy of the investment size you seek.
It’s harder than it sounds. No matter the length of your time together, you will need to limit all you want to say.
If you doubt the need to rehearse because you work with this information every day, consider that even CEOs of large organizations allow for varied levels of prep before each big meeting. The task gets easier over time, as does your ability to regulate timing within the agenda. Do all you can to build your confidence about the content and pacing.
Posse? No. Colleague? Yes.
When you bring the right colleague, you gain expertise and perspective. An added voice makes the meeting engaging and memorable.
Stay away from adding more than one person unless you know in advance that multiple people will represent the funder.
My preferred formula:
- maximum number in your group = number of people on the funder’s side + one
When you send your draft agenda, ask who will participate on the foundation’s side. Then, script out who on your team will talk, when, and for how long. If your ideal candidate struggles to make points succinctly, consider a walk-through mandatory.
Documents? No. Action Steps? Yes.
No need to shower your program officer with documents as you head out the door. I’m increasingly convinced that busy professionals do not read lengthy documents.
Instead, at the close of your meeting, agree on next steps.
Show this funder how well you listen and the quality with which you execute requested tasks. It’s a differentiator when you come across as thorough, clear, and prompt.
Don’t forget to say thanks. Even if a grant appears to be a distant possibility, you never know when foundation interests, or even your job situation, might change. Funders take meetings selectively, so consider the time you spend together a professional investment, regardless of the short-term rewards.
- If you’d like to know more about how to secure major grants—or if you’d like to know what it takes to secure meetings like the ones described in this article—view this free webinar with Susan from April 23: Major Grants and Their Power to Propel Revenue.