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Board and Stakeholder Engagement as Relationship-Centered Strategy

  • Writer: Kelli Bohannon
    Kelli Bohannon
  • Feb 7
  • 2 min read

Because trust builds everything.

 

There’s a moment in every nonprofit leader’s journey when you realize: it’s not the budget, the programming, or even the strategy that holds things together—it’s the people. Your board. Your partners. The community behind you. And the relationships you’ve built with them.

 

In my work supporting national associations, I’ve seen both the challenges and the quiet power of board and stakeholder engagement. It’s tempting to approach it like another box to check—update the board, send the newsletter, deliver the report. However, real engagement doesn’t start with information; it starts with connection.

 

Key Insights:

  • Make it Personal, Not Just Professional

    Some of the strongest partnerships I’ve witnessed started with small gestures: a phone call, a handwritten note, a genuine check-in. Your board members and stakeholders are people first. Understanding what motivates them—why they said yes to your mission in the first place—can transform how they show up.


  • Trust Is the Real Strategy

    When board members feel seen and respected, they become champions, not just approvers. When community partners feel heard, they become collaborators—not just contributors. Trust doesn’t just improve morale—it builds alignment, longevity, and real momentum.


  • Every Interaction Counts

    Don’t wait until you need something to reach out. Invite feedback. Share progress. Ask questions you don’t already know the answer to. Relationships grow in the small, in-between moments—not just at board meetings or campaign launches.

 

Final Thought:

Engagement is not a side task. It’s the soil everything else grows from. Whether you're leading a new nonprofit or stewarding a legacy organization, remember: relationships are infrastructure. Invest in them with the same care you give to strategy or funding.

 

Ask yourself: What would it look like to lead your board or your partners like they’re part of your team—not just part of your to-do list?

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