Being asked to sit on a nonprofit board is, admittedly, a nice boost for the ego. But what should corporate executives consider before making the commitment?
For starters, they shouldn’t view their board role as a simple résumé builder, says Kristin Crellin, chair of the California State University Philanthropic Foundation Board. “They must have a passion for the organization.”
Steve Zabilski, president and CEO of Virginia G. Piper Charitable Trust, agrees. He says potential board members need to ask themselves if they have a genuine interest and true commitment to the mission. “This is imperative. It’s very important to reflect on ‘the why’ when joining a board.” He recommends potential board members sit down with the nonprofit’s leader in advance to develop an understanding of the organization’s vision and plans for the coming years. “Find out what the organization’s dreams and challenges are.”
Understand Board Expectations
While passion and alignment with the organization is paramount, that, alone, doesn’t make for a good board member. Before saying yes to board participation, executives must clearly understand their role in the organization.
What responsibility will they have regarding the nonprofit’s governance or with financial oversight and strategic planning? What type of philanthropic leadership is anticipated? New board members must understand their expected personal financial contribution and ways they’ll need to assist with fundraising efforts.
Assess Time Commitment
Does the board meet four times a year or two? Is there an expectation to be active on a committee — and, if so, how much time might be spent working in that capacity? “When board members fail, it often comes down to time,” says Crellin. “They didn’t really understand the time commitment, or something popped up in their personal lives.”
It can also boil down to being on too many boards at once. “They become overextended, which often affects attendance and participation,” says Zabilski.
That’s why it’s important to establish open dialogue with the nonprofit early on. In some cases, prospective board members may indicate, up front, their time limitations and ask if the organization is still interested in partnering. If attendance at all board meetings and a committee structure don’t fit, a board member might offer the CEO direct counsel via phone and e-mail during critical moments, or volunteer for a prioritized assignment.
Do Your Homework, Ask Questions
It’s also advisable to do some homework. Crellin suggests looking at the board’s current composition: Is it filled primarily with CEOs, finance experts or a mix of professionals? Is that makeup intimidating or validating, and what does it say about the board’s capacity? Ask existing board members about the chair’s leadership style and the nonprofit leader’s style to avoid surprises.
Ask lots of questions before saying “yes.” Find out if the organization requests board member commitment forms or encourages board members to evaluate their own effectiveness annually.
Nonprofits that focus on these areas are serious about advancing their missions and about board member success. Such evaluations also often reveal if it’s time for a board member to cut ties.
Share Skills, Build Skills
Board members don’t need to walk into a position with “all the skills.” Many can be learned.
“Board members are capable of growing their fundraising and development capacity,” says Zabilski, “especially with intentional support from the organization.” He says they also can become adept storytellers for the organization, sharing details about the nonprofit that illustrate its impact and transformative and life-changing outcomes.
Procedural rules — Robert’s Rules of Order, for example — says Crellin, also can be learned. “But it’s up to board leadership to survey what specific skills might be needed from new members.” The prospective board member doesn’t need to know it all — marketing, finance, advocacy, law — because those capabilities may likely exist among other board members.
What’s more, key-performing boards provide orientation for new members to help them get up to speed. Many offer additional get-to-know-the-organization training opportunities, and it’s customary for a new member to be assigned a “Board Buddy,” a mentor who can share insight and act as a sounding board.
“Honestly, if you agree to serve on a board and there’s no guidance provided,” says Crellin, “I would recommend reconsidering.” Growth and guidance are key to board members’ success.
In the end, Zabilski says the common denominator for successful nonprofits is an effective board of directors. “They individually and collectively understand the role of the board and work to establish the culture for the organization as a whole.”
It’s an important job, and one not to be taken lightly.
Board Members Should NOT …
While there are a host of responsibilities board members should embrace, they should also step aside from a number of areas. They should not:
- Get involved with the day-to-day operations or staffing issues of the nonprofit.
- Speak on behalf of the organization when not fully prepared and empowered to do so.
- Treat the board appointment as an afterthought but rather apply the same level of engagement given their daily job.
Virginia G. Piper Charitable Trust’s Good Governance Profile is a resource for understanding healthy board engagement and expectations – offered in partnership with BoardSource.
Richard Tollefson is founder and president of The Phoenix Philanthropy Group, an Arizona-based international consulting firm serving nonprofit organizations as well as institutional and individual philanthropists.
