If you’ve ever been asked to “just whip up a million-dollar grant by Friday,” you’re not alone.
One of the biggest hidden stressors in grant writing isn’t the funders, deadlines, or formatting nightmares—it’s navigating the expectations of well-meaning but misinformed executives and board members.
You know the type. They hear the word “grant” and immediately imagine giant checks floating down from the sky, as if by magic. They don’t see the intense research, long lead times, or months of silence from funders. To them, grants are instant, easy money. And if you haven’t brought in five figures this quarter? Well, you must not be working hard enough.
So, what’s a grant writer to do when leadership doesn’t understand how the game is played?
You educate, you communicate, and you strategize—like a boss.
Here’s how seasoned professionals manage up, keep their sanity, and get leadership on board with a more realistic, strategic approach.
Build a Strategic Grants Plan
If you don’t want leadership throwing random grant opportunities at you mid-week like darts at a board, then give them a dartboard—one you’ve already mapped out.
Create an annual grants calendar that shows:
- Priority funders
- Application deadlines
- Target ask amounts
- Estimated notification dates
This transforms you from a “grant chaser” to a “grants strategist.” It also helps leadership understand that not all grants are created equal. You’re not ignoring that $200K opportunity—they just missed the planning window by three months.
Pro Tip: Build this plan in December when other fundraising activities slow down. It gives your organization a jumpstart on the year and shows you’re playing chess, not checkers.
Communicate Like a Pro (Even When the News Isn’t Great)
Executives and boards thrive on clarity. They want to know: What’s happening, why it matters, and what comes next.
Deliver this through short, punchy updates—monthly or quarterly—that include:
- Grants submitted (with date and funder)
- Wins (with funding amounts)
- Rejections (framed as part of the process)
- Upcoming deadlines
Rejections are tough to report, but experienced writers reframe them smartly:
“This is part of our healthy grants pipeline. Like venture capital, success comes from volume and persistence—not perfection.”
Use metrics to back this up. Show average nonprofit success rates. Illustrate how many applications typically yield one win. Remind them: this is a long game with exponential return over time.
Translate Grants into Leadership Language
Executives speak strategy, ROI, and impact. If you want to keep their attention, meet them there.
Don’t just say, “We applied for a grant.” Say,
“We submitted a $100K capacity-building grant that aligns with our strategic priority of expanding mental health services in underserved schools.”
Now you’re not just a grant writer—you’re a strategic partner moving the organization forward.
Frame grant work as part of larger goals: scaling services, diversifying funding, or expanding reach. Help them see that every application is a strategic investment—not just a form to fill out.
What NOT to Do
- Don’t just nod along when someone suggests an unrealistic grant goal. Push back diplomatically and redirect them to the plan.
- Don’t ghost the board until the next win. Regular communication builds trust—even when the news isn’t exciting.
- Don’t take the pressure personally. Most leadership gaps in grant knowledge are not malicious—they’re just uninformed. Your job is to gently close that gap.
The Bottom Line
When leadership doesn’t understand grants, your job gets harder. But it also gets more important.
By showing the full picture, building a proactive plan, and communicating clearly, you move your role from “writer” to “strategic advisor.” You build buy-in, trust, and momentum that can transform your entire organization’s approach to funding.
So don’t just write grants. Lead the strategy.
Because when you bring leadership along for the ride, everything gets easier—and a whole lot more successful.