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Tony Macklin, CAP®, IPA Tony Macklin (He/Him) Director, Advisor Practice At Daylight, Tony leads the development of new education programs and field-building projects. A Certified Impact Philanthropy Advisor and Chartered Advisor in Philanthropy®, Tony helps donors, families, grantmakers, and their advisors and associations answer questions about shared purpose, use of resources for social impact, governance, strategy, and assessment. He is a frequent speaker, trainer, and author for the same audiences. He served four years as executive director of the Roy A. Hunt Foundation, a multi-generational family foundation. While there, he facilitated a visioning process and changes in investment management, impact investing, grantmaking, trustee education, and back-office management. In twelve years at the Central Indiana Community Foundation, he led grantmaking and community change initiatives, advised generous entrepreneurs and families, attracted $39 million in assets and co-investments, and co-founded a social enterprise. Before that he managed technical assistance and financing programs for the State of Indiana’s Community Development Division. Tony was raised in Indiana and now lives in Pittsburgh. He is a member of the National Network for Consultants to Grantmakers and Purposeful Planning Institute. He also serves as a senior consultant for the National Center for Family Philanthropy, senior consultant with Ekstrom Alley Clontz & Associates, and senior advisor to the Impact Finance Center. He’s reviewed proposals for a wide variety of funders and purposes, co-founded a giving circle, and served on more task forces and committees than he can remember. LinkedIn

Bleu Blakslee, IPA Bleu Blakslee (She/Her) Senior Consultant, Advisor Practice Bleu Blakslee supports Daylight's Advisor Practice engagements. Bleu is a nationally and internationally noted expert in philanthropy with more than 35 years of experience working with high-net-worth individuals, family offices, and nonprofits. She has designed and implemented giving strategies that combine cultural relevance, complex assets, and measurable impact. Bleu held senior roles at St. Jude Children’s Research Hospital, a top U.S.-based medical nonprofit with global partnerships, Save the Children, a 105+ year-old humanitarian organization active in over 115 countries, and others. Her leadership has focused on cross-border giving, innovation, NextGen strategy, innovation, and high-impact giving, with thought leadership represented at events such as the World Economic Forum in Davos, the United Nations General Assembly, with attendance at various global convenings such as AVPN in Abu Dhabi. LinkedIn

Rick Peck Rick Peck (He/Him) Consultant, Advisor Practice Rick Peck works with Daylight in our Advisor Practice engagements. Rick is an independent philanthropy advisor with Richard C. Peck Consulting, LLC working with nonprofits, donors, potential donors, and professional advisors. He is also the founder of The Philanthropy Guy, LLC, an emerging, leading-edge charitable giving resource hub featuring a bi-weekly podcast series, interactive website, and asynchronous and live learning opportunities, and is releasing a book on the basics of nonprofit fundraising in 2025. Rick is an honoree of NH Business Review's list of the NH 200 for 2024 which features New Hampshire’s most influential business leaders across major industries, like the nonprofit industry. He is also recognized in the MYCPE ONE Excellence Awards 2024 as one of the Top Speakers and Content Creators. From July 2023 through January 2024, Rick served as interim VP for Development at the Silicon Valley Community Foundation, which is the largest community foundation in the world. For six years prior to that, as VP for Development and Philanthropy Services, Rick led the New Hampshire Charitable Foundation’s philanthropy and donor services team, overseeing all aspects of development, donor engagement, and donor services. Before joining this statewide community foundation, Rick served Dartmouth-Hitchcock Health and the Geisel School of Medicine at Dartmouth College as director of individual giving and gift planning, where he worked with grateful patients and families as well as medical school alumni to achieve their philanthropic goals. He also served Dartmouth College as an associate director of gift planning, working with alumni of the undergraduate college. Rick is a CERTIFIED FINANCIAL PLANNER™, a Chartered Advisor in Philanthropy® and a Chartered Financial Consultant®. He holds an MBA from Baker College in Michigan and a BA from the University of Massachusetts. Rick is the 2023-2025 President of the Board of Directors of the International Association of Advisors in Philanthropy (AiP). He is also a member of the American College of Financial Services’ inaugural FinServe network of philanthropic thought leaders. Rick is a requested speaker on the topic of philanthropy on platforms such as Leimberg Information Services (LISI), myCPE, and CPA Academy. And, he has served as a presenter for conferences organized by AFP-NNE and Volunteer NH, as well as more intimate settings for UMass Lowell, Ameriprise, Ledyard Financial Advisors, and the Fairfield County Community Foundation. LinkedIn

Jackie Demee, IPA Jackie Demee (She/Her) Manager, Programs LinkedIn

Oli Stephano, PhD Oli Stephano Consultant, Research LinkedIn

Earning the Certified Impact Philanthrop Advisor certification signifies the successful completion of a rigorous 12-module program designed to cultivate the relational, technical, and practical skills essential for effective philanthropic planning. Through independent study and collaborative discussions, the program further enhances the capabilities of advisors to support the evolving needs and expectations of families, organizations, and communities. Edit About Chat Experience User Faculty Camera Fees Mail Register THE IMPACT PHILANTHROPY ADVISOR CERTIFICATION Amidst a historic $124 trillion intergenerational transfer of wealth, clients are turning to advisors for more than investments and tax planning, and philanthropy’s tools, considerations and goals have become more complex. Daylight’s learning platform and network are designed exclusively for wealth and philanthropic advisors, to help you meet this extraordinary opportunity to grow your business, client relationships and impact. With a mix of expert facilitation and on-demand instruction available online over 20 weeks, the Impact Philanthropy Advisor program (IPA) offers the skills and connections to confidently support the needs and expectations of families, organizations and communities today. 518 IPA Learners Enrolled 411 Certified IPAs 97% Graduation Rate 43 Community Foundation Represented 16 Countries/ Regions Net Promoter Score Our IPA program received a world-class rating that reflects the strength of our learning community. NPS 83 "Consider the IPA Certification a launching pad to elevate and strengthen one's confidence in being able to better serve those they're called to guide. I'm excited about the domino effect that will be felt throughout time by the advisors and consultants who lean into the wisdom that is collectively shared here." Padric H.B. Scott Founder & CEO, Crossroad Capital Partners "Daylight offers a comprehensive view of the field along with practical tools to help shape your unique approach. In a space where formal certification has been lacking, Daylight is leading the way by helping professionals build core competencies and define their practice." Jennifer Curry Director of Giving Strategies, Oregon Community Foundation "My experience with Daylight and the IPA program was exceptional. IPA offered a comprehensive overview of the philanthropic landscape, from giving vehicles to advisory strategies, while remaining highly practical and applicable to day-to-day work. The program created a valuable space to connect with thoughtful, like-minded peers across the sector." Travers Oliver Head of Philanthropic Strategies, Founders Pledge IPAs in Their Own Words THE IPA EXPERIENCE The Impact Philanthropy Advisor certification is a state-of-the-art learning program. IPA participants will receive • 20 weeks of learning designed by expert advisors • On-demand content and case studies • Live group discussions facilitated by industry practitioners • New peer connections • Continuing education credits • Celebrations and virtual graduation • One year access to the Impact Advisors Network • Complimentary access to Collaborative Philanthropy Certificate HOW IPA BUILDS PROFESSIONAL COMPETENCE IPA develops competence across three interconnected dimensions TECHNICAL Assess charitable and non-charitable giving strategies and structures Integrate philanthropic considerations with wealth, tax, and estate planning Evaluate giving vehicles, assets, and approaches in relation to client goals RELATIONAL Integrate knowledge and judgment in complex client situation Elicit client values, motivations, priorities, and definitions of impact Facilitate effective philanthropic conversations among clients, families, and advisors PRACTICAL Translate client goals into appropriate philanthropic strategies and next steps Apply knowledge and judgment to complex, client situations Recognize ethical considerations, professional boundaries, and limits of expertise THE PROGRAM HOW IT WORKS About 30 hours, start-to-finish 6-8 executives per cohort 12 self-paced modules 5 case studies 10 live virtual cohort conversations facilitated by TonyMacklin, Dir. of Advisor Practice, Daylight Successful completion of the IPA program provides 16 hours of eligible CE credit. CFP Board | Certified Financial Planner® (14.5 eligible hours) Investments and Wealth Institute | Certified Private Wealth Advisor®, Certified Investment Management Analyst®, Retirement Management Advisor® The American College of Financial Services | Chartered Advisor in Philanthropy® The American Institute for Philanthropic Studies, CSU Long Beach | Certified Planned Giving Specialist® Certified Fund Raising Executive International | CFRE IPA MODULES 1. Fundamentals in Philanthropic Advising 2. Social Impact Landscape 3. Art of Philanthropic Advising 4. Purpose and Strategy 5. Charitable Tax Planning 6. Legacy and Gift Planning 7. Foundations and Donor Advised Funds 8. Impact Investing and Alternative Tools 9. Influence, Leverage and Civic Action 10. Planning for the Future 11. Ethics in Philanthropic Advising 12. Cultural Dexterity Download IPA program description and program outline . WHO NEEDS TO BE AN IPA? Whether in a wealth management firm, DAF sponsor or community foundation, family office, grantmaker or nonprofit, many roles benefit from fluency in philanthropy. IPA is for: Client-facing advisors and team members, to better understand your clients and their families, the options available to them, and to collaborate with fellow advisors. Business development roles, to be nimble and opportunistic with the demands of U/HNW families today. Planning and philanthropic specialists, to support junior team members, and for advanced leaders to update their knowledge and be first to access new courses. Associates interested in social change, to further their career development and boost firm loyalty and retention. FACULTY Nishita Bakshi MBA, MSAE, IPA Philanthropy Advisor Aquanetta Betts JD, AEP®, CAP®, CFRE, IPA Johnson Betts, LLC Beth Harper Briglia CPA, CAP®, IPA Philanthropic Advisor Ginni Galicinao ACFBA, ACFWA, CAP®, CPCC, ORSC, IPA Dynamics of Family Wealth Mark Greer MBA, CAP®, IPA Phīla Engaged Giving Steve Grourke CAP®, CFRE, IPA National Park Foundation Andrew Ho MBA, CAP®, IPA National Academy of Sciences Seth Klukoff IPA Eoan Strategies, LLC Shelly Kurtz IPA Eagle Pointe Advisors Cris Chapparo Lutz CAP®, CSPG, IPA The Huntington Library, Art Museum, and Botanical Gardens Tony Macklin CAP®, IPA Daylight Rick Peck CAP®, CFP®, ChFC®, IPA Richard C. Peck Consulting, LLC Rebecca Rothey CFRE, CAP®, AEP®, IPA FACILITATORS Bleu Blakslee IPA Quantum Philanthropy Partners Consulting LLC Beth Harper Briglia CPA, CAP®, IPA Philanthropic Advisor Jaimi Cortes MBA, IPA COR Philanthropic Strategies Kristin Giant JD, IPA Hyperlocal Impact Consultants, LLC Zakiya Lord CFRE, CAP®, IPA The Climate & Clean Energy Equity Fund Ruyi Lu IPA CCS Fundraising Tony Macklin CAP®, IPA Tony Macklin Consulting Rob McPherson IPA The Indianapolis Foundation Doug Page CAP®, IPA Greater Tacoma Community Foundation Erik Rankin MS, MPS, IPA Illinois Prairie Community Foundation Dorothy Stuehmke MPA, CAP®, IPA Capital Impact Advisory Jilla Tombar CAP®, IPA Blackbridge Philanthropic Joy Webb MBA, CAP®, IPA Philanthropic Advisor FEES For Profit: $2,850 Nonprofit & Independent Practitioners: $2,500 SCHEDULE January 2027 Live Session Schedule REGISTER Impact Philanthropy Advisor - Executive Cohort Enroll Now Re-Enroll or Withdraw Still have questions? See our FAQs . Not ready for the Certified IPA program? Join our Introduction to Philanthropic Planning Certificate - a complimentary, two-module, self-study program! IPA About Experience Faculty Fees Register IPA: A New Standard for Impact Quick Links About NPS Testimonials Experience IPA Modules Who Faculty Facilitators Fees Register

Daylight's Charitable Planning Landscape Map Daylight's Charitable Planning Landscape Map Charitable planning draws on a range of expertise, from understanding a client’s goals to carrying out a gift and reviewing the plan over time. The Charitable Planning Landscape Map shows how that work fits together. Created by Daylight, it shows the professionals, services, and resources that can support a charitable plan across four stages: Engage and Discover, Advise and Design, Structure and Implement, and Administer and Steward. Daylight's Charitable Planning Landscape Map 2026 .pdf Download PDF • 1.19MB

Singapore Gives — But Not Always: Here’s Why Singapore Gives — But Not Always: Here’s Why By Dien Yuen Earlier this month, I completed a training on philanthropy and social impact with a group of learners from Singapore’s wealth management and nonprofit sectors. As part of the session, we explored why people in Singapore choose to give, and why they sometimes hold back. Why People Give Six key themes emerged as we discussed why people in Singapore give. Generosity here extends far beyond charity - it is an expression of purpose, identity, and legacy. 1. Altruism & Social Impact The dominant motivation centers on helping others and improving the world. People give to multiply goodness, pay it forward, help underprivileged communities, and to uplift others. The responses reflect a deep-seated belief in social responsibility and the transformative power of collective good — giving as a means to create positive change. 2. Financial & Pragmatic Factors A secondary cluster focuses on strategic or rational benefits: tax deductions and reductions, corporate branding, and funding innovation. Here, giving is seen as both smart and impactful — aligning philanthropy with business or financial stewardship. 3. Legacy & Family Values Many view giving as an act of legacy — teaching children, honoring loved ones, or to instill good values for the next generation. This cluster highlights intergenerational philanthropy, where giving becomes a way to pass on moral and social capital. 4. Personal Fulfillment & Meaning For some, giving fulfills a personal or emotional need: feeling grateful, finding purpose, or feeding the soul. 5. Religious & Spiritual Roots Faith-based reasons, such as afterlife blessings , karma , or emptying for regeneration, play a meaningful role, underscoring how religion anchors generosity in moral duty and divine reciprocity. 6. Cultural & Moral Influences Some respondents connect giving to upbringing, tradition, or cultural expectation, especially within Asian or collectivist contexts — giving as a reflection of who we are raised to be: part of Asian culture , custodian for the future , or social theories of reciprocity and gift exchange . Why People Do Not Give Learners shared a range of personal, social, and practical reasons for why people in Singapore do not give. Seven main themes emerged, showing that hesitation stems from emotional, informational, and situational barriers. 1. Trust and Credibility Gaps A recurring barrier is distrust in charitable institutions. Many learners noted uncertainty about how funds are managed or whether donations truly reach the intended beneficiaries. Comments such as “don’t trust charities” and “lack of credibility (data)” reflect deeper concerns about transparency and accountability — highlighting the need for clearer communication and tangible evidence of impact. 2. Financial Constraints Giving may also be constrained by economic realities. Respondents mentioned “not enough money (yet)” and a “scarcity mindset” , reflecting the tension between wanting to help and needing to prioritize personal financial security. Some also perceive that some contributions would be insignificant compared to wealthier donors — a belief that diminishes motivation. 3. Awareness and Knowledge Gaps Some mentioned that people don’t know where or how to give. This indicates that information accessibility and simple giving pathways could significantly increase participation. 4. Lack of Personal Connection or Relevance Some people don’t give because charitable causes feel distant or unrelatable ( “cause does not relate to me” ). When individuals don’t see a clear connection between their values and a cause, motivation wanes. 5. Structural and Convenience Barriers Practical barriers also play a role. The comment “operational hurdle to give — not easy to donate” illustrates how inefficient systems or complex donation processes can discourage action, even among those who want to give. 6. Social and Cultural Influences Giving is also shaped by social context and cultural expectations. Phrases like “my family does not appreciate” and “kiasu mentality” reflect social norms that discourage giving or prioritize self-preservation over generosity. This indicates a social permission gap, where community attitudes can either enable or inhibit giving behavior. 7. Fatigue and Negative Experiences Some respondents suggested signs of donor fatigue or emotional burnout. Prior negative experiences — such as feeling unappreciated, over-solicited, or disappointed — can lead to disengagement. The Balance of Heart and Head Together, these insights paint a portrait of giving in Singapore that is both empathetic and evaluative. People give when it aligns with their sense of purpose and trust; they hesitate when these are absent. The future of philanthropy in Singapore, therefore, lies in bridging this gap — fostering trust, transparency, and personal connection that turn good intentions into sustained generosity. Dien Yuen with WMI October 2025

I learn best when... The Best Learning Environment Has…Snacks?!?! By Crystal Thompkins To kick off last month’s information sessions about the Certified Impact Philanthropy Advisor (IPA) program, we asked attendees to complete the phrase “I learn best when________.” The top responses from attendees indicated that the best learning happens In open discussions with others Through practice and repetition With engaging topics and content With snacks Others shared they learn best when they can share and train others what they’ve learned. Some responses were more about the ideal settings, such as “not being interrupted” and “relaxed and calm.” Daylight and IPA check most of these boxes for a great learning experience. One of Daylight's guiding principles is creating an interactive learning environment that promotes practical application and embraces sharing ideas. In designing the Impact Philanthropy Advisor program, we incorporated many of the best principles or practices for adult learning. IPA brings individual learners together in a collaborative, peer-to-peer learning environment that combines self-study with group discussion. Learners will be able to apply the content in real-time by working through case studies and considering the implications for their clients and practice. The learning experience is guided by facilitators who will make the material and discussions instructive and engaging. That’s the good news. The bad news? Everyone must bring their own snacks. At least for now… ©2025 Daylight Advisors, Inc.

Who Recommends Donor-Advised Funds? Who Recommends Donor-Advised Funds? By Dien Yuen Donor-advised funds (DAFs) are now among the most widely used charitable vehicles in the U.S., prized for their flexibility, administrative ease, and tax advantages. But who is recommending DAFs to donors and clients? What are their backgrounds, and where do they work? Daylights’ 2024 survey of 258 philanthropy advisors sheds light on these questions. Of the respondents, 140 (54%) reported having used or recommended DAFs in the prior three years, while 42 (16%) said they had not. By examining both groups, we can gain a deeper understanding of who these advisors are, where they work, and how their backgrounds influence their practices. The Broad Definition of Philanthropy Advisors The survey defined “philanthropy advisors” broadly - anyone engaged in navigating the who, what, why, and how of using resources for philanthropy and social impact. This included full-time philanthropic advisors as well as wealth advisors, tax advisors, attorneys, accountants, gift planners, or other nonprofit professionals. Where Advisors Who Recommend DAFs Work Advisors who used or recommended DAFs in the past three years most often work in community foundations or similar organizations (42%). By contrast, those who did not use or recommend DAFs were far more likely to be self-employed (54%). This suggests that advisors embedded in institutions that sponsor or manage DAFs are much more likely to recommend them than their peers in independent practice. Question: Which of the following best describes your current employer/business? Category DAF Users Non-DAF Users Consulting practice or firm (self-employed) 34% 54% Community foundation or similar organization 42% 4% Nonprofit organization 14% 28% Consulting practice or firm (as an employee or consultant) 10% 15% Advisor Backgrounds and Experience The survey shows that advisors who recommend DAFs come from diverse backgrounds. While 20% had 10–14 years in the field, many had either less than 10 years (25%) or over 20 years (40%) of experience. Non-DAF users skewed slightly older, with higher percentages in the 60+ range. Among DAF users, 70% were women, 17% were Black, and 16% identified as LGBTQ+—slightly more diverse than the non-DAF group. California, Washington, and Pennsylvania topped the list for DAF-recommending advisors’ locations. Clients Served Both DAF users and nonusers primarily serve individuals, families, and nonprofit organizations. More DAF users than nonusers describe more than half their clients as builders of new wealth, as opposed to inheritors of existing wealth. Question: What types of clients does your current employer/business serve? (Select all that apply.) Category DAF Users Non-DAF Users Businesses and social enterprises 61% 32% Community foundations 59% 44% Donor-advised funds 64% 32% Donor/funder collaboratives or issue funds 68% 43% Individuals and families 82% 78% Nonprofit organizations 77% 59% Operating foundations 42% 35% Private foundations 63% 52% Research groups 36% 7% What Services Do They Provide? Advisors who recommend DAFs often integrate charitable vehicle selection into a broader suite of services: 82% help clients define purpose and values. 77% develop impact strategies for charitable vehicles. 68% specifically guide clients in choosing and establishing vehicles such as DAFs, foundations, or trusts. Non-DAF users were less likely to provide this technical guidance, suggesting they may focus more on values-based advising, fundraising, or nonprofit-side donor engagement. Learning, Knowledge, and Professional Resources DAF users and nonusers rank learning on the job as most helpful to their learning and development as advisors. DAF users also note relationships with mentors to be helpful, while nonusers rank resources they find on their own—such as books, blogs, and online forums—as key to their learning. Advisors were asked to assess their current levels of knowledge across several key areas. DAF users and nonusers report equal levels of skill in the areas of client resource identification, financial capital development, and teaming and collaboration with other fields. However, DAF users rate themselves as more skilled than nonusers in the areas of sector knowledge, philanthropic planning and strategy development, charitable tools selection, and vehicle selection. Twice as many nonusers than DAF users consider themselves to be novices in financial capital development. The Bigger Picture DAFs are not the only tool advisors recommend—direct gifts, bequests, and private foundations also feature heavily—but they remain the most widely used across nearly all employer types. In short, advisors who recommend DAFs tend to be more institutionally connected and more confident in the technical aspects of charitable planning. For donors and clients, this means that working with such advisors often leads to clearer guidance on when and how to use DAFs alongside other vehicles like bequests or private foundations. For nonprofits, it underscores the importance of building relationships with advisors, since they play a pivotal role in steering charitable dollars. And for the advisors themselves, the findings highlight both the opportunities and responsibilities of recommending tools that can shape how, when, and where philanthropy flows. ©2025 Daylight Advisors, Inc.

What trends are influencing gift planning? What trends are influencing gift planning? By Megan Bell and Dien Yuen At Daylight, we monitor trends in philanthropic advising and listen closely to advisors and gift planners working with clients and donors on the frontlines. One way we do this is by connecting some of the dots we see and asking advisors how it might apply in their day-to-day work and what's on their minds. In April, we asked attendees at the Northern California Planned Giving Council, "What trends in philanthropy or gift planning are on your minds?" We received over 60 responses written on notecards. They can be grouped into six general themes: giving styles and trends, gift planning, DAFs, demographics, AI/Tech, and concerns over the current political climate. Below are examples of what the participants shared. Do they resonate with you? We've shared our "Adapting to 8 Trends in Philanthropic Advising" presentation to over 600 non-profit and for-profit advisors in many small gatherings. The responses vary based on geography, advisor mix, client or donor sophistication level, etc. One consistent theme is that advisors are looking to broaden their definition of philanthropic planning. Adapting to 8 Trends in Philanthropic Advising Episode 1: Changing Client Base Episode 2: Evolving Definitions Episode 3: Evolving Vehicles Episode 4: Questioning Norms Episode 5: Growing Mistrust Episode 6: Wealth Planning Episode 7: AI for Good Episode 8: The Messy Marketplace

Turning Advisors Into Ambassadors Turning Advisors Into Ambassadors By Crystal Thompkins Director of Strategic Impact, Daylight A strong network of professional advisors can be invaluable to nonprofits. Professional advisors can serve as a resource for technical expertise and as connectors to others within their networks. Many nonprofits develop councils, create collateral, and host events to cultivate relationships with advisors in hopes of uncovering new opportunities. Much time and resources are spent engaging with advisors, yet often the effort does not yield commensurate results. Successful engagement with advisors, meaning engagement that creates a pipeline of new donor opportunities, doesn’t come solely from pleasant lunches and glossy marketing material. Here are 6 tips to help turn professional advisors into effective ambassadors: Develop an advisor engagement strategy. Advisor engagement should be strategic for and specific to your organization, not an obligation or copycat project from other organizations. Consider your organization’s goals, resources, and needs. How might professional advisors specifically (as opposed to other stakeholder groups) help reach those goals or meet a need given your available resources? What resources will you allocate and how? What are the measurable outcomes and success metrics for your advisor engagement? Events and activities should result from the strategy. They are not the strategy. Keep it simple. A sound strategy with supporting activities and clear goals does not need to be complicated. In fact, it shouldn’t be. The simpler the better. Limit activities to those that have a direct line to meeting your goals. Advisor engagement should not distract or subtract from other organizational priorities and resources. Recruit thoughtfully. With the strategy in mind, consider the profile of the advisors who will be most likely to help meet your goals and be thoughtful in selecting advisors to collaborate with. Look for criteria besides oldest/largest practice, most popular, or biggest donor. What networks are they connected to that you are not? Do they have an existing affinity to your organization? What role(s) have they demonstrated (asker, doer, host, connector, etc.)? Would you and your team enjoy working more closely with them? Keep in mind that an advisor may be a subject matter expert or a great supporter of your organization, but that may not translate into being a great ambassador. Be clear about the expectation. The most effective ambassadors know that’s their role. Let advisors know why your organization wants them to be a part of your success and how they can contribute. Instead of downplaying their commitment - “It’s only one meeting a quarter!” - be upfront about the importance of their participation in achieving your goals: “We’re relying on the connections made through our advisor networks to help meet our goals. We’ll need your active involvement to make that happen.” Give them something to do and the tools to do it. One of the best gifts you can give a busy person is instruction, so they don’t have to spend valuable time figuring out how to do something. Give your advisors tasks that are clear and time-sensitive, along with any tools that will help them. If you want them to make introductions, tell them who, how many, why, and by when. Make a digital toolkit with three bullet points on key initiatives, a 60-day calendar of events, a contact list, and an intro email template. Ask them to share it with at least X number of people a month. Let them tell you if that’s too many or too few. The specificity not only makes it easier for them to do, but it also makes it easier for you to track and report outcomes. Interact with purpose. Whether it’s a phone call, an email, or a meeting, every interaction with your advisor network should include: An acknowledgement of their contribution to your success. A reminder and/or status update of their tasks. A discussion of what hurdles or barriers they’re encountering. A report of the status of goals & celebrating accomplishments. A learning moment. Time for listening to their feedback or an offer to do so at a later date. Addressing these six things will affirm their importance to your organization while establishing a sense of collaboration and accountability. ©2025 Daylight Advisors, Inc.