Board Building

Our Board $$$$!
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As annual reports rolled across my desk the past month from causes I supported I was struck by one consistency.  Most social sector organizations’ board members come from the top donor levels.  To be a board member one needs have relative philanthropic capacity, at least that seems to be the theme.  It makes me wonder if the best decision makers are the individuals who have the deepest pockets?  Of course I expect ever board member to reach a little deeper when it comes to contributing to a cause they serve, but that does not mean a $100 donor is going to suddenly reach the $5,000 giving level.  Who on the enterprise’s board represents those who are passionate fans but purchase tickets to programs as their budget allows?  Who sits outside on the lawn with the majority of the attendees and not under the tent with a select few during a symphonic performance?  Who is in-touch with those that come into the gallery after open-night when the tour is free?  Who can advocate for the strategic implications of an initiative not just from the perspective of how it effects the major donors?


I would suggest that some of the best decision-makers and the most remarkable collaborations have come when the board’s background has been varied and its shared experience does not generate from the number of zeros to the left of a decimal point in a bank account.


What does your cause’s annual report say about the board?

Open Call

Three advertisements in the local paper caught my eye.  They announced general opportunities for prospective board members to come to the organization’s next meeting.  If this is the primary strategy for recruiting board members it is a bit like making a generic boarding announcement for an unspecified flight in a busy airport.  “We are now boarding.”  However, consider a more focused and announcement, “dynamic social sector enterprise that is committed to enhancing literary skills for elementary school students is seeking new board members who are 25-35 and poses expertise in entrepreneurship and social media.”  Then you have it down to, “we are now boarding Zone 1 for the noon departure to Maui.”  I can immediately determine if my talents are required and how I might be engaged.


We have been trained to respond to specific demands on our attention and time.  Consider using some of these in your favor.

Board Members Wanted

What would a “board members wanted” advertisement look like for your organization?  How would it stand out from another nonprofits?  What attributes would you list?  What would be your unique selling proposition?  Could you answer why your cause is worthy of support without listing facts and results?  How would you define your board’s chemistry?  Can you define the loyalty of your board members?  What could you do to differentiate your organization for the others in your community?

What-if

What if you had a wait list of potential board members to join your organization?  What attributes would be most important?  How would you screen the candidates?  Would you consider chemistry and collegiality?  How would you prioritize?  How would you engage those who you could not find space for on the board?  What changes do you need to make to your current recruiting process to develop a wait list?  Is you organization inspiring community members to seek you out?

If

If your board members were scattered around the world and required hours of flying and significant financial commitment to arrive at your board meetings, would you alter how you met?  Would you prioritized the agenda the same way?  Would the board packet you sent in advance of the meeting contain more or less information?  Would you invite experts or guests to attend the meeting?  What would you need to accomplish for the meeting to be considered a success?



Sometimes we take the time and commitment of our board members and staff for granted.  If the hurdle to gather the board and professional staff required global travel then perhaps it would alter the outcomes of our meetings.  Would it change your enterprise?

Making the Pitch

What if this was your job interview as a prospective board-staff-volunteer member for a cause you were passionate about?








Would you take the job?  Why?  Would it be for the chance to experience glory?  To change the world?  To inspire others?  To meet a need?  For the adventure?  To connect with interesting people who shared your passion?  To meet an emotional need?  Because you were asked?


We all said ‘yes’ at some moment to join the social sector in a range of capacities.  Are you engaged for the same reasons?  Would you say ‘yes’ again today?  Are you more passionate or more realistic about the cause to which you have dedicated your time, treasure, talent and touch?

How do you stay in-touch with the inspiration that allowed you to answer, ‘when do I get started?’  How do you recruit new members to your cause and tap into their passion?  What if your level of connection only grew stronger from the time you joined?

Board Nominations

The BBC ran an interesting interview of members of British Parliment who were stepping down after long careers.  A question that struck me as meaningful during the radio piece was, ‘what will you miss when you leave?’  To borrow that question and ask it of your board members should offer some meaningful insight into what they treasured most about their service.  By asking such an open-ended question you get an assessment of your organization’s culture and collegiality. 

One way to think about your board nominations is to consider who you would invite to on a backcountry winter yurt trip.  There are numerous responsibilities that need to be accounted for (melting snow, splitting fire wood, cooking, route finding, assembling group gear).  You need a variety of skill sets.  Who would you consider?  Who would exhibit favorable team expedition behavior?  Considering not only the talents of each individual but there ability to build chemistry among the team has increasingly become a valued attribute.  Of course, not all board nominations start at the talent level.  The New York Times ran a pieces yesterday that confirmed a trend that many of us are seeing repeated across the sector.  Advancing new board members with money to give is the highest priority, even if an organization is saying come and serve on our board as an ATM.  I believe there is a better way to engage major donors than slotting them all onto the board but that is another post.

What has worked so successfully for your enterprise?