When Boards Stall: The Human Cost of Waiting Too Long
I have had many conversations with Executive Directors (EDs) who are stuck in what I call the fundraising fire.
They know what their organization needs. They know the return on investment. They can see how bringing in the right help, whether a consultant, grant writer, or fundraising partner, could change everything.
They are ready to move.
But most of the time, they cannot.
Because they have to run it up the flagpole through a fundraising committee and often through the board.
The Reality of Board Dynamics
Boards are made up of people with different ages, cultures, perspectives, and lived experiences. You will find savers and spenders, risk-takers and risk-avoiders, people who have never touched fundraising and those who have lived it for decades.
That mix is both the beauty and the frustration of the sector.
I have sat on boards myself, and I have spoken to dozens of others. I know how hard it can be to align everyone.
You think a decision will be made at the next meeting, then someone is absent, or a conversation derails, or someone changes their mind.
I once waited nearly twelve months for a no.
And in that time?
The need did not wait.
Staff burned out, programs stalled, and people in the community, the ones those programs were meant to help, went without.
The Patience Paradox
I have learned that patience is part of the process.
Even when an organization wants to move fast, the structure of non-profit governance means that board decisions simply take longer than we hope.
Even if we rush the conversation, it still has to pass through a system built for caution, not speed.
Patience does not mean complacency. It means understanding that while you wait, you can still prepare: tighten your case for support, gather data, line up your next opportunity, and stay visible.
Because the day that yes finally comes, you want to be ready to run.
Why Boards Stall
Decisions by committee. Collective leadership takes time. What feels urgent to staff may not even reach the agenda until the next quarter.
Risk aversion. Past failures or scandals can make boards overly cautious, even when opportunities are sound.
Lack of clarity. If not everyone fully understands what is being proposed, silence often replaces dialogue.
Unequal urgency. Staff and EDs feel the pressure daily. Board members, often volunteering their time, do not always feel the same heat.
And yet, the longer boards take to decide, the harder things get. Not just for staff, but for clients who depend on those programs.
A Note to the Board
Quit the delay.
People’s welfare is on the line.
Every time a decision sits in limbo, someone in your community goes without support they could have had.
The cautious approach feels safe, but sometimes, safety becomes neglect.
Your staff are not being impatient. They are carrying the weight of unmet needs. Your consultants are not pushing too hard. They are trying to help your organization grow sustainably.
When your Executive Director or fundraising partner brings a plan forward, they are not just chasing money. They are fighting for your mission.
Trust them enough to move.
Moving the Conversation Forward
Break it down. Start small. Pilot projects, short contracts, or one-off grants build confidence.
Support your ED. If they bring an idea, give them the authority to test it instead of tabling it.
Anchor decisions in purpose. Ask: “Does waiting help our clients?” If the answer is no, it is time to act.
Stay engaged. If you cannot attend a meeting, read the materials, respond to emails, and make space for informed decisions.
The Takeaway
Boards are vital. They hold organizations accountable and protect the mission. But accountability does not have to mean paralysis.
Indecision is still a decision, and in the non-profit world, it is often the most harmful one.
So yes, patience matters. But so does urgency.
Because while we wait for another meeting, another discussion, another vote, the needs we exist to serve are still waiting too.
