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Nonprofit Board Service? What’s in it for me? Part Two
While I doubt you hear this specific question (“What’s in it for me?”) from prospective board members but – more often than not I believe people wonder about this when something is requested of them. Perhaps it is phrased as “Why should I do this?” in their minds, but it is natural to wonder this just the same. In my last blog, I mentioned some benefits board members can receive as a result of board service. Here are some more!
Nonprofit Board Service: What’s In It For You?
Have you asked your board members lately: why do you serve on our board? As you probably expect, a primary response I hear is: “ To make a difference.” “Because I care about the mission.” We are generally aware of this “soft stuff” which provides a critical foundation for board service. It is natural to want to be part of something bigger than ourselves. But what else? It’s a powerful board recruitment strategy to offer more. I suggest you consider how to answer: “What’s in it for you?” in more depth for your board prospects. Here are six practical benefits you may not have thought of.
Nix the Executive Committee?
At one of my Board Basics workshops recently, a board member asked how to increase the engagement of her fellow board members. I asked her to say more about what their engagement actually looked like. She described poor attendance and lack of participation of those who do attend. Now, there can be a lot of reasons for this, but I asked: Do you have an active board executive committee? Aha! Turns out the executive committee was playing a role in board member disengagement which begs the question: should we nix executive committees?
Advisory “Boards”: 10 questions
When I was a nonprofit CEO, I had a highly valued board member who decided he needed to resign from the board because of work-related demands. In our conversation about this change, he offered: “You know, if you were to establish an Advisory Board, I would be happy to serve on that.” After a quick consultation, the board members and I jumped at the chance to create that group. With more wisdom now, I offer 10 questions you and your board members should think through before you act!
Form an Advisory Board? Why?
An executive director I know created a Medical Advisory Group that met once annually to provide subjects and content for their annual conference. Another executive, with her board, established a Past Presidents’ Council to keep former board leaders engaged. These are just a few examples of how executive directors and board members have creatively attracted and organized people on behalf of their nonprofits. Most nonprofit leaders generically refer to these groups as Advisory “Boards.” The benefits fall into five categories.
Stop Board Bashing!
Last week a prestigious university hosted a webinar on effective nonprofit governance. I listened in eagerly to learn new insights. The professor presenting opened the webinar by stating that “weak nonprofit board governance is common” and most board meetings consist of committee chairs reading reports followed by executive directors reading reports. Targeting boards this way misses the mark.
What’s in a name?
There we were, sitting around a board-room-type table—board members and my executive director counterpart—negotiating our merger agreement. Six months of working together had yielded the thick binders we each had in front of us, chocolate kisses that had become a staple in our meetings, and a camaraderie that grows when nonprofit leaders share an exciting vision. However, I had learned you are never done with surprises in this process and, sure enough, a new one came up in the conversation.
Give Your Leadership a Boost!
This is a spiritual season. It reminds me of a nonprofit event at which executives and board members convened to share strategies and ideas for coping with the impact of the dot com “crash” – years ago. As part of the day’s program, four “senior” nonprofit leaders were asked to share their ideas for making it through those challenging times. That day, I listened as the other “senior” panelists offer valuable insights about strategic thinking, collaboration, fundraising, and other helpful management tips. I’ll admit: I was nervous. I had decided to take a risk on a completely different approach.
Ahh . . . Spring!
As I write this, I am looking out my office window at the gray sky. What would normally feel like a gloomy day is, instead, full of hope! I am a California girl and gray means the possibility of rain—refreshing, life-giving rain. This caused me to remember a meeting I had with several nonprofit executives last month. “What do you do to de-stress and refresh?” I asked them. They came up with 10 great practices.
Sorry!
Last time, I told a story about a board that fired the executive director, derailing a merger deal (after months of working things out) at the very moment both boards were ready to sign the agreement. I believe you probably concluded that the board did harm, not just to the executive but to the organization. For that I am sorry. I’m not sorry because it might be true. I’m sorry because of how often I hear negative stories about boards! So, to make up for that I want to tell a story of a courageous board.
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