Harnessing The Power Of Storytelling: Board Engagement During Transitions

Created By: Katy Beth Cassell
June 18, 2024

Nonprofit boards often face significant challenges when it comes to continued fundraising during leadership transitions. One powerful way to navigate these changes and maintain momentum is through the art of storytelling – tapping into one’s personal “why” to guide the organization forward successfully. I recently led an exercise for a nonprofit board going through a major leadership transition, and they discovered just how transformative storytelling can be. By reconnecting with their mission–and, importantly, each other–through shared narratives, they found new ways to build and strengthen relationships, making introductions and fundraising asks feel more natural and compelling.

Understanding The Four Stories Framework

To guide the board through this exercise, we developed a four-part storytelling framework inspired by Marshall Ganz’s Public Narrative framework. This framework includes the story of self, the story of us, and the story of now. After discussing with the board, we decided to add a fourth component: the story of them.

1. The Story of Self

The story of self is about personal connection. Each board member brings a unique perspective and passion to the table. Encouraging them to share their personal stories—what drew them to the organization, their individual experiences, and their vision for the future—creates an environment of authenticity and trust. These personal narratives are powerful tools for connecting with others on a deeper level.

💡 Action Item: Have each of your board members prepare a short narrative about their journey to the organization. Facilitate a storytelling session where they share these narratives, highlighting what moment sparked their commitment and how the organization’s mission resonates with their personal values and experiences.

2. The Story of Us

The story of us builds on the story of self, weaving individual narratives into a collective identity. It highlights the shared values and key experiences that bind the board and the organization together, fostering a sense of belonging and unity essential for strong, cohesive leadership. By spending time to craft this collective story, the board can think more boldly about their impact and aspirations.

💡 Action Item: Conduct a workshop where board members share their personal stories and identify common themes. Craft a collective narrative that emphasizes these shared values and experiences. Use this messaging in donor communications and public relations to demonstrate the board’s unity and commitment to the organization and its mission.

3. The Story of Now

The story of now is about urgency and action. It articulates the organization’s current challenges and opportunities and calls for immediate action. This story connects the board’s personal and collective narratives to the organization’s mission and strategic goals, motivating others to take decisive action. Crafting the story of self and the story of us first allows the board to approach the story of now with greater boldness and clarity.

💡 Action Item: Develop a compelling narrative that outlines the organization’s current challenges and the opportunities on the horizon. Ensure this story highlights the board’s critical role in navigating this landscape and achieving the organization’s goals. Share this narrative regularly in board meetings and strategic planning sessions to maintain focus and urgency.

4. The Story of Them

The story of them shifts the focus outward, emphasizing the importance of listening to and internalizing the stories of prospective donors and stakeholders. Understanding their values, motivations, and concerns is crucial for building meaningful relationships and securing their support.

💡 Action Item: Organize sessions where board members can engage with donors and stakeholders, listening to their stories and experiences. Train board members in active listening and empathy. Use these insights to tailor the organization’s messaging and engagement strategies. Encourage board members to share these donor stories in their own narratives, demonstrating a deep understanding and connection to the donors’ perspectives.

Implementing The Four Stories Framework

Integrating this storytelling framework into your board’s engagement strategy can create a more connected, motivated, and effective leadership team. Here’s how to put these stories into action:

1. Workshops and Training: Conduct regular storytelling workshops and training sessions to help board members refine their narratives and understand the importance of each story.
2. Storytelling in Practice: Encourage board members to use their stories in various settings—meetings, fundraising events, and one-on-one donor interactions.
3. Feedback and Reflection: Allow board members to share their experiences and feedback. Reflect on what works and what needs improvement, fostering a culture of continuous learning and growth.
4. Integrate with Strategy: Ensure the storytelling framework aligns with the organization’s strategic goals and communication plans.

In the world of nonprofit leadership, storytelling isn’t just a tool—it’s a way to build relationships, inspire action, and create a shared vision for the future. By embracing the stories of self, us, now, and them, your board members can become more comfortable and engaged in their roles. This approach will make building relationships and making introductions feel more natural, ultimately driving your organization toward greater success. Encourage your board to adopt this storytelling framework and watch your organization thrive, even during transition and change.

Great leaders are essential to organizational success. Orr Group can supply your nonprofit with the leadership coaching, board development, or interim support you need to maintain your fundraising momentum. Get in touch to learn more.

Katy Beth Cassell is a Director at Orr Group. Katy Beth partners with Orr Group’s clients to create and implement efficient, capacity-building fundraising plans to meet goals. She brings expertise in developing strategies for the cultivation, solicitation, and stewardship of high-net-worth individual donors.