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Tips
The ED and the chair should work in tandem to accomplish these actions:
- Set the number of board members from at least 7 to no more than 20. Smaller is better for operational effectiveness but the adding of the "right members" for fundraising and contacts could justify a larger group. Another negative with large boards is the staff time required.
- Have fixed terms. Layer the terms so that small groupings rotate each year.
- Have a succession plan with an ongoing pool of qualified prospects.
- Prepare a position description for the director role, along with a specific discussion of the mission, values and strategy with a copy of the strategic and/or operating plan.
- Define general board member expectations and specific ones where appropriate, i.e., contacts, capacity to give, fundraising, etc.
- Require each board member to make a personal contribution.
- Personally screen each prospect with an eye on the fit from a mutually beneficial perspective and to determine the level of passion for the mission.
- Create a formal "onboarding" program for new directors.
- A heavy representation of private sector board members seems to be most preferable. Oftentimes the business directors are more willing to confront and make tough decisions regarding programs and people.
- Establish committees that have real goals and deliverables and be sure that each board member participates. Channel interests into relevant committees. Within a larger board, establish an executive committee. Again, be mindful of the required staff time to support an active committee.
What the ED Can Do
Work the board extensively with passion, energy and purpose. Communicate, communicate and communicate.
Invest time in getting to really know your new board members, individually and personally. Determine their particular interests, what value they can bring and how much time they have to contribute. Lay out your expectations with specificity.
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Work the board extensively with passion, energy and purpose.
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Meet with your chair on a regular basis. Be transparent and build the needed trust to allow for a healthy and productive "partnership." Engage directors as frequently as needed. Solicit input and leverage off their value and purpose, i.e., opening doors, donor relationships, mission activities, etc. Listen to suggestions and follow-up and close the loop. Be heavy on the "personal touch" and make people feel valued. Be humble as there will certainly be some "big egos" on the board. Work them, don't fight them.
Preparation is essential. Respect everyone's time. Give appropriate effort and reflection in preparing for board meetings. Have an informative board book and have roles for key staff members. Allow each senior leader to make an occasional presentation (in addition to the CFO who should attend all meetings). Have a timed agenda and stick to the schedule. Follow up immediately on unfinished discussion areas and report back on action items. Be a concise communicator and an active listener. Carefully consider all suggestions and ideas and give feedback to the directors who contribute.
Large companies, especially CPA, law and consulting firms, will tap managers and executives to serve on non profit boards as a professional development activity or to serve a community service role for their employers. Be sure to carefully vet this type of prospect to be sure that they are aligned with and committed to your mission. Get the fit right and don't compromise.
Never forget that your directors are volunteers and come with the best of intentions. Their contributed time takes away from their own jobs and most are there for the good of the organization and its mission. Manage them with care and appreciation while managing your team and yourself with patience.
The Bottom Line
April Young suggests that "the ED must build a coalition with the board - a shared interest in the success of the organization." She cautions the ED to guide, manage and influence a board whose "passion for the issues will override practical business sense." The ED must manage the egos to "strike the critical balance between mission and reality."
..."the ED must build a coalition with the board - a shared interest in the success of the organization."
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All in all, non profit boards should operate in a manner similar to business boards but requiring perhaps a healthier dose of "emotional intelligence" and relationship management.
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