Dear Trustees: If You’re Sitting on Your Hands, You’re Sitting on Your Mission

Too many nonprofits are stuck—not because of lack of vision, not because their mission isn’t urgent, but because their boards are asleep at the wheel.

I’ve met dozens of fundraisers and CEOs trying to steer bold organisations through complex, turbulent waters. They’ve got strategy. They’ve got urgency. But their trustees? Paralysed. Passive. Polite. Waiting for guarantees before greenlighting action. And when it comes to income growth—they freeze.

Here’s what I want to say:

Not making a decision is a decision.
And it’s often the worst one. It delays opportunity, undermines staff morale, and signals a lack of ambition. Great causes die slowly not from bad ideas, but from inaction.

Not investing in income generation is the fastest way to NOT grow.
You wouldn’t ask a farmer to bring in a harvest without tools. So why expect fundraisers to ‘show you the money’ while refusing to invest in staff, systems, or story?

Fundraising is not a department. It’s a collective duty.
Too many trustees see fundraising as a spectator sport—watching from the sidelines, expecting miracles, and holding the stopwatch. But if you’re not helping open doors, not offering strategic insight, not contributing to relationships—then you’re not leading.

“It’s not my job to fundraise” is not an excuse.
You don’t have to be out shaking tins, but if you’re unwilling to champion your cause, share your networks, or even be briefed on strategy—then you’re not stewarding your organisation. You’re just occupying a seat.

A good trustee understands the cost of doing nothing.
Because the biggest threat to most charities right now isn’t just donor fatigue or funding cuts—it’s boards that are too cautious, too hands-off, and too risk-averse to rise to the moment.

Let’s be clear:
A thriving organisation needs bold, informed, and committed trustees who bring courage—not just governance. Strategy—not just scrutiny. And yes, fundraising energy—not just financial oversight.

So if you’re a trustee reading this and it makes you uncomfortable—good. Maybe it should. Because charities don’t need passive patrons. They need active partners.

The question is simple: Are you helping your organisation grow—or just watching from the boardroom?

Keith Kibirango