When to Reach Out and When Not To

Timing matters in funder communications. The right message at the wrong time gets ignored or creates friction. The right message at the right time strengthens the relationship and opens doors. Knowing the difference is a skill worth developing.

Good Reasons to Reach Out

Not every communication needs a formal reason, but the best ones have a purpose that serves both you and the funder:

You have good news to share

A milestone reached, a media mention, a participant success story. Funders invested in your success — let them share in it. Keep it brief: a few sentences and a link, not a full report.

Something significant has changed

A key staff departure, a major program pivot, a budget issue. Funders should hear about significant changes from you, not discover them in a report or through the grapevine.

You need guidance, not just money

Program officers have deep field knowledge. Asking for advice on a challenge you're facing — genuinely, not as a pretext for a funding conversation — is one of the most effective ways to deepen a relationship.

Something relevant to their priorities has happened

A policy change, a new research report, a development in the field they focus on. Sharing your perspective on something they care about demonstrates thought partnership.

You're approaching a natural checkpoint

The midpoint of a grant, the completion of a major phase, or the start of renewal planning. These are natural moments for a brief update or conversation.

When to Hold Back

Equally important: knowing when silence is the better choice.

Right before a deadline they're managing

Funders have their own deadlines — board meetings, review cycles, annual reports. Reaching out when they're overwhelmed doesn't help. If you know their calendar, time your communications around their busy periods.

When you only want money

If the sole purpose of your outreach is to ask about a funding opportunity, that's a transaction, not a relationship. Wait until you have something to offer alongside the ask — information, an update, a connection.

Immediately after a rejection

Give it a few weeks. An immediate response can read as reactive or desperate. Space creates room for a thoughtful follow-up rather than an emotional one.

When you haven't done what you promised

If you owe them a report, an update, or a response to their questions, deliver on that first before initiating a new conversation.

Just to 'stay on their radar'

Funders can tell the difference between genuine communication and relationship maintenance. If you don't have a real reason to reach out, wait until you do.

Pro tip

A useful test: would this message be welcome if the funder couldn’t give you any more money? If yes, send it. If it only makes sense in the context of wanting future funding, reconsider.

The Right Medium for the Message

Not every communication needs to be an email. Consider the channel:

Email — Best for updates, sharing articles, brief progress notes, and scheduling. Keep it concise.
Phone call — Good for sensitive topics (bad news, complex questions), and for deepening a relationship that’s mostly been through writing. Ask in advance if they have 15 minutes.
In person — Conferences, site visits, and occasional coffee meetings. The highest-bandwidth channel for building trust, but also the most time-intensive for the funder.
Handwritten note — Surprisingly powerful for thank-yous and congratulations. The rarity of handwritten notes in a digital world makes them memorable.

Watch out

Avoid scheduling “check-in calls” with no specific agenda. They waste the funder’s time and signal that you don’t have anything substantive to discuss. If you want a conversation, have a clear reason for it.

The best funder communicators have a sense of rhythm — they show up at moments that matter, with messages that have substance, through channels that match the situation. They’re neither absent nor overbearing. The goal is to be a welcome presence in the funder’s inbox, not an obligation.

Check your understanding

You've just read that a funder you work with has published a new strategic plan with a significant shift in priorities. Your current grant isn't affected, but your organization's broader work aligns with their new direction. What do you do?

Key Takeaways

Reach out when you have substance: good news, significant changes, genuine questions, or relevant field developments
Hold back when your only purpose is asking for money, or when you haven't delivered on prior commitments
Match the channel to the message — email for updates, calls for sensitive topics, handwritten notes for gratitude
The test: would this message be welcome even if the funder couldn't give you more money?

Next Lesson

Knowing when to reach out is one thing. Knowing what the funder is really telling you — even when they’re not saying it directly — is another. Next, we’ll cover reading funder signals.