Stop me if you’ve heard this one before…You’re in a board meeting when the chair suddenly lights up and declares, “I just read that MacKenzie Scott gave away $2 billion last year! We should apply for one of her grants for our new community center!”
The room buzzes with excitement while you sit there thinking, “That’s… that’s not how any of this works.” You now must gently explain to a room full of successful, high-powered professionals that Scott has transferred the bulk of her grant-making to Yield Giving, which is currently focused on Emerging Climate Champions, not community centers, as needed as they are.
This scenario highlights one of the trickiest parts of being a grant professional: educating up. It’s the art of effectively sharing your expertise with supervisors, board members, and other decision-makers who outrank you in title but lack your expertise in understanding how grants work. We cover more situations, real-world experiences, and other key points in the latest episode of the Fundraising HayDay Podcast HERE.
As grant professionals, we’re essentially intelligence gatherers. We research funders, analyze RFPs, track deadlines, and understand complex compliance requirements. We know that a solid grant proposal contains all the elements of sound program design – it’s like writing a mini business plan or research paper over and over again.
Meanwhile, executive directors, board members, and supervisors are juggling numerous other priorities while focusing on the big-picture strategy.
The disconnect happens when leadership views us as “just grant writers” rather than recognizing the specialized expertise we bring to the table. It’s like walking into a mechanic’s garage and telling the expert exactly how to fix your car when you’ve never even popped the hood yourself.
Are you talking to attorneys? Elected officials? Healthcare executives? Each audience requires different communication styles and data points. Tailor your approach accordingly, and don’t assume they understand the grant process basics.
Instead of saying “SAMHSA just released the 2025 NOFA for Substance Abuse Prevention,” try “We found a federal funding opportunity that could fund three new staff positions for our youth program.” Cut to the chase about what it means for your organization.
Rather than saying “We can’t apply for this grant because…” try “Here’s what we need to be competitive for this opportunity.” One of the most useful phrases? “While we’re eligible, we’re really not competitive.” Then explain what would make you competitive.
Help leadership understand that grant writing is just the tip of the iceberg. The massive underwater portion includes research, organizational assessment, relationship building, compliance management, and ongoing reporting. Make your work visible!
Don’t wait for someone to forward you random grant opportunities. Develop a strategic approach to prospect research and share regular updates about funding trends and opportunities that fit your organization.
Your expertise extends far beyond filling out forms on a computer screen. You understand funding landscapes, competitive positioning, and strategic resource development. That knowledge is only valuable if you can effectively communicate it to decision-makers.
Master the art of educating up, and you’ll not only be more successful in your role – you’ll help your entire organization become more strategic about grant funding.
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