(I originally wrote this article for publication in Jeffrey Magee’s Professional Performance Magazine)
Why don’t board members do what they’re supposed to do?
If you’re involved with a nonprofit, association, or chamber of commerce board, either as a staff professional or as a board member, you are probably all too familiar with that question.
For those organizations experiencing frustration around board engagement, I strongly encourage you to rethink your approach to board development and board member relationships.
Why am I challenging you on this?
We all are aware of the quote about doing the same thing and expecting a different result. In the world of nonprofits there is a track record of following the same path to board development and the results are predictive. The frustration will continue.
So if you want a different result, doesn’t it make sense to try a different approach? Here are five actions from my book, Stop The Nonprofit Board Blame Game, for taking an alternative approach to board engagement.
- Get the right people
Getting the right people on your board sounds logical, doesn’t it?
Many organizations don’t put enough forethought into recruiting board members. They essentially are willing to settle for a quick yes to filling a board seat.
Avoid future not-meeting-expectation issues by working in advance to identify the skills and experience needed and the candidates who would be a good fit for your particular organization.
Do your due diligence and examine backgrounds. Someone may be a nice person, just not the right one for your board.
Oh, and does the fix them later plan ever work out? The individual who may have a few flaws but in the eagerness to get a yes, those faults are considered to be fixable later. Why recruit a likely problem? Let someone else fix them and you get the person you really need.
- Get clarity and acceptance on expectations
A primary cause of board performance failure occurs because of not getting clarity and acceptance on expectations.
It is essential to devote sufficient time to having a conversation to share what expectations are, both yours and theirs, and then evaluating to determine if each set of expectations are compatible. Next get confirmation that your board prospect accepts the responsibilities they’re being asked to assume.
Getting this clarity is especially important if fundraising is involved.
- Create a positive board member experience
A positive board experience has a major influence on board member engagement.
In fact, board members have shared with me, that a less-than-positive experience is a key reason good board members become disengaged.
Knowing each board member’s personal motivation for wanting to serve on your board is important for building connection. If that purpose is being met, they will feel much more connected.
Individuals want to know their volunteer commitment makes a difference and that their time isn’t being wasted. Do your board meetings add to a positive experience? Do board members believe they will accomplish something by attending? In short, do your board meetings matter?
Poor communication is the top influencer I’m told is at the core of failed relationships with board members. If board members don’t feel good about their relationship with staff professionals, their experience won’t be good. If expectations aren’t being met, ask yourself, are you communicating effectively?
How can you improve your communication techniques? Do you know what each board member’s communication preferences are?
A positive experience builds connection. Connection builds relationships. Relationships builds engagement.
- Treat your board as a high-value asset
Board members will be much more engaged if your board is being treated as a high-value asset. Rethink what your board members are being asked to do. Consider they have limited time and prioritize tasks that are the most important. How can you best utilize their experience, skills, talents, and influence?
- Be intentional with development and selection of future leaders
What skills and experiences does your organization wants board leaders to possess? Develop a pool of future leader possibilities and get them involved in activities that will provide experience and also provide an opportunity to evaluate their leadership capabilities.
There is compelling research that shows many volunteer leaders don’t have the needed training or experience to prepare them to take on leadership responsibilities. Avoid that mistake by ensuring your future leaders get what they need to be successful.
Apply these five steps and they will prove to be a difference maker for building a positive, productive, and fully engaged nonprofit board.
What suggestions do you have for expanding our conversation?