essays – Nonprofits

The Board You Want

I recently posted a statement on LinkedIn that “Nonprofits deserve the boards they get (positive or negative).”

Although I got a bit of pushback on the terminology, I intentionally used the word “deserve” from the definition of “to do something or have or show qualities worthy of (reward or punishment).”

As I replied to one of the comments, “boards are a product of their membership, but I think the organizations play a crucial role in creating and maintaining the board environment and make-up.”

So, how would a nonprofit create and maintain a positive (rather than negative) board environment?

Just like with any relationship, it takes work to create it, build it, and foster its success.

Steps to Create It

If your nonprofit already exists, you will have at least three board members. To add to the board, you’ll want to engage potential new members. This does NOT mean putting out a blanket call for people to join or merely asking anyone who might be a friend of a current board member.

You need to be strategic in who you invite to join your work. “Audition” them through committee work, as event or project volunteers, and invite them to help with light-lift fundraisers. If you provide grants or scholarships, you might ask them to help you review the applications. Anything that shows you how they engage and also shows them what working with you would be like.

Look for individuals who not only believe in your mission, but bring expertise, leadership qualities, and community connections to the table. You’ll also want to make sure your board reflects the demographics and ethnicity of your community, but avoid “ticking a box” in those areas. Don’t invite someone just because they are a CPA or lawyer, either. They need to be a good fit, and they also may not want to provide their expertise as a volunteer. Not all CPAs, lawyers, or even marketing professionals want (or are able) to do that in their “off” time.

Once you’ve identified those who might be good board members, make sure you clearly communicate expectations as part of your invitation. You’ll want to include the general requirements of both individual board members and the full board. How do you operate, and what do you want the relationship with that individual to be? Maybe more importantly, make sure you ask the individual what they want their relationship with the organization to be.

Some applicant questions to include:

• What about our mission resonates with you?
• What are you hoping to get out of your board service?
• What are you hoping to give?

First things first, though.

Before you even consider adding to your board, go through the process of a self-assessment.

Evaluate your current Board:

• Are these the Right Board Members?
• For now? Are things working well?
• For the future? Will our strategic plan impact our needs?
• What areas do you need help with to successfully move toward your vision?

Once you’ve assessed where you are and what you need, you can begin building your board to get the board your nonprofit wants – not just what it deserves.