“The Board,” he said, without hesitation. “Isn’t that true for everyone?”
Board challenges are all too common in nonprofits. To reduce and avoid board challenges, take preventative steps. By doing so, you can transform your biggest challenge into one of your greatest strengths. While boards that provide tremendous help are too infrequent, they are possible. You find them at successful nonprofits.
Begin with how your recruit your members:
Instead of just dealing with your current challenges, take a longer view. Invest time in creating a board of great strength. And, for the sake of the organization, work on your own personal growth, too. You want to be confident enough to embrace people who challenge you to be your best.
Draft a criteria list of your ideal board members. What skills are needed? What group behaviors are most helpful? How will you measure such behaviors? Identify any musts—that is–you would not ask a person to join your board if they lack this characteristic. Along with the must, identify the criteria that are nice but optional. That is, candidates may or may not meet these optional criteria.
Identify names to fill a board member pipeline using your must criteria and as many wants as possible. Seek to find at least two people to be “in the wings” to fill each seat.
Intentionally investigate these potential board members. This means that to fill the pipeline, the CEO will need to continually meet with people, spend individual time with them, and find opportunities to see candidates interacting in group settings. Does the candidate at least meet your ideal board members criteria? Do they at least meet your mandatory criteria? What behaviors do they exhibit? How do they behave in groups? What will it be like, for you to work with them?
After you identify outstanding candidates, be clear about their roles and responsibilities. Ideally, you provide a written job description and hold one or two conversations where expectations are clarified.
While all of the steps are necessary, the most critical and time-sensitive is filling your pipeline. Too many board members are asked to serve on boards to fill a vacancy without considering their skills, leadership style, and potential impact.
Act on these recommendations so that your biggest challenge is not your board.
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