5 ways to deliver a hard truth to a client: Tips for nonprofit fundraising consultants

As grant writers and proposal developers, we often find ourselves working with multiple non-profit clients, each with their unique challenges and opportunities. One of the most difficult aspects of our job can be delivering hard truths, especially when it comes to client readiness and capacity for securing awards.

Early in my career as a grant writing consultant, I found myself dreading a conversation with a client about their disorganized project management. I knew it was a sensitive topic, but I also knew that addressing it was crucial for our continued success together. That experience taught me the importance of delivering hard truths effectively and empathetically, and also as early in the relationship as possible.

Here are five common scenarios we face as consultants, as well as strategies for navigating those difficult conversations.

1. The client who has poor organization and time management skills

Imagine logging on to a meeting with a client, expecting (and needing) them to decide whether to pursue a funding opportunity...for them to delay the decision to next week. Or, perhaps they spend the first 10 minutes of the meeting looking for a document to share, only to tell you that they'll email it to you after the meeting. Lack of decision making, poor time management, and disorganization can be barriers to effective fundraising, especially for consultants who have limited time for the client and who don't have the benefits of working side-by-side decision makers.

When broaching this topic, focus on the value of your time together. Try saying something like, "As your fundraising partner, I want to ensure we maximize our time together to develop the strongest proposals possible. I want to acknowledge the investment of resources you make in our relationship. It's important we both come prepared so we can make the most of our meetings. What do you think about using a project management tool to keep us on track?"

Tip: Offer concrete suggestions for improving organization, such as:

• Sending meeting reminders and call for documents an agreed-upon number of days in advance

• Agreeing upon a series of deadlines for projects in addition to just an application's due date, such as: decision to pursue,

  last day to change the scope of the project, date internal draft is due

• Using project management tools (e.g., Asana, Trello, Monday)

• Setting clear agendas for meetings and distributing them in advance

• Establishing a shared file system (e.g., Google Drive, Dropbox) for easy document access

• Utilizing a shared fundraising document content creation and storage system (e.g. PureGrant)

2. The client whose programs and projects are not competitive

In the world of competitive funding for projects and programs, even the most well-written proposal will fall short if the program or project it describes does not stand out from the crowd, or does not contain several key basic criteria.

When discussing this issue with a client, emphasize the importance of performing an objective SWOT analysis on the project/program (not the proposal itself) to see if it is meeting key basic criteria. This is best done in collaboration with program staff.

To start the conversation, you might say, "To develop the most competitive proposal, it's crucial to make sure your project/program is checking all the boxes. Let's work together to document and refine, if necessary, the design so that I can articulate the most compelling case for support."

Tip: Work with the program staff to objectively assess and document a program/project's competitiveness. Discuss and consider:

• Alignment with funder priorities and guidelines

• Uniqueness and innovation compared to similar programs

• Strength of evidence and track record of success

• Clarity and feasibility of project plan and budget

3. The client who has unrealistic expectations

As grant writers, we know that fundraising has evolved significantly in recent years, and strategies that worked in the past may no longer be effective. However, some clients may still cling to outdated expectations.

When setting expectations with a client, be honest about the current landscape. Try saying, "While submitting a high volume of applications can be tempting, it's often more effective to focus on targeted, well-researched opportunities that align closely with your mission and programs. Building relationships with funders takes time, but it's an investment that can pay off in the long run."

Tip: To build relationships with funders:

• Research their priorities, funding patterns, and key personnel

• Attend events and conferences where funders are present

• Request informational meetings to learn more about their goals and interests

• Keep funders updated on your organization's work and impact by sending, when acceptable and allowed, press releases, annual reports, testimonials, news reports, and more

4. The client who doesn't want to put in the work

As consultants, we bring valuable expertise and an outside perspective, but we can't replace the passion and knowledge that staff and board members bring to the table. (Bonus! Check out my realistic advice on engaging board members)

When encouraging client involvement, emphasize the unique value they bring. You might say, "While I can certainly help craft compelling narratives and proposals, no one can speak to the heart of your organization's work like your staff and board. Your authentic voice and deep understanding of your mission are invaluable assets in the grant writing process. Let's identify some key ways for your team to contribute to our efforts."

Tip: Encourage client ownership of fundraising:

• Identify specific tasks or roles that play to their strengths (e.g., reviewing proposals, cultivating donor relationships)

• Set clear expectations and deadlines for deliverables

• Provide templates, samples, and other resources to support their work

• Celebrate their contributions and successes along the way

5. The client who expects to win money right away

As grant writers, we know that securing funding is often a long-term process, but some clients may expect immediate results.

When discussing this reality with a client, emphasize the importance of patience and persistence. Try saying, "Securing grants is a competitive and time-consuming process, often taking months or even years. While it can be frustrating not to see immediate results, know that each conversation and each proposal submitted is an important step in a long-term process where you will see results down the line. As your proposal writing partner, I'm committed to working with you for the long haul and helping you build a sustainable fundraising strategy."

Tip: To maintain momentum during the fundraising process:

• Set realistic fundraising goals. This may not necessarily the entire amount the organization needs to raise each year. If that's your client's expectation, it's your job to gently (but realistically) manage their expectations.

• Set achievable short-term goals alongside longer-term targets.

• Celebrate small wins and milestones along the way.

• Continue to refine and improve proposals based on funder feedback.

As consultants working with multiple non-profit clients, delivering hard truths is an important part of our job. By approaching these conversations with empathy, honesty, and a solutions-oriented mindset, we can strengthen our relationships with clients and help them achieve their fundraising goals. Remember, we're all working together to make a positive impact in our communities.

Sheena Link is the COO of PureGrant and a former longtime grantwriter.