Building a Stronger, More Effective Board
Is your board lacking enthusiastic and committed members? Does your work seem to always fall to the same few people? Are your board members failing to make annual gifts? If so, don’t be dismayed. Read on to learn how you can build a stronger, more effective board.
Common Myths About Improving Board Effectiveness
Human nature is to fix what appears to be broken. But sometimes our personal intuition leads us in the wrong direction. “There is no substitute for experience” is the old and true cliché. Here are some common myths about board development and the reality behind each myth.
Myth: Bigger is better.
You may believe that adding new members will improve your board’s giving power and effectiveness. In reality, new members quickly acclimate to the existing board culture. New board members may become demoralized and frustrated, lacking accountability. Therefore, your original board problem is now even larger.
Myth: Once on the board, a wealthy person will soon make big gifts.
Wealthy people give in response to compelling factors just like everyone else. They do not make large contributions just because they are wealthy or asked to serve on a board. Don’t expect a new board member to make a large gift unless everyone else is giving at the most generous level they can afford. Remember to make an appropriate ask.
Myth: You are a working board, not a giving board.
Your board members may believe they don’t have to give financially to the organization, nor help to raise money. This belief can easily backfire. If they don’t give to your organization, they can’t ask others for contributions effectively or in good faith. Additionally, if they lack the true belief in your organization’s mission to support it financially, do you really want them on your board?
Myth: Board service is an honorary privilege.
This belief reveals the lack of your board’s clearly outlined expectations of performance and responsibility. Tolerating or condoning this behavior sends the message that this position is acceptable. Some question why they should carry the load when others are excused from work. Soon there will be no critical mass present to inspire and secure much-needed charitable funding.
How to Build a Stronger, More Effective Board
It is never too late or too early to begin planning for reform. Below are some fundamental steps to strengthen your board:
Establish the board’s mandate clearly.
The primary focus of the board should be leading the organization and securing financial support. Any other activities should be viewed as secondary and perhaps the domain of non-board volunteers. A realistic assessment of your organization’s needs ahead helps board leaders to identify and articulate a clear and compelling vision for the board.
Determine the composition of the board before any recruiting begins.
This is the next logical step to building a stronger, more effective board. Emphasize considerations of expertise, personal and professional networks, ability to provide and secure financial support, and commitment to the well-being and future growth of the organization.
Provide a detailed job description to every prospective board member.
Describe everything you would want to know. What will be expected of me? How much time is necessary? How long is the term? Is there a probationary period? Work with the prospective volunteer to identify and tap into their talents and strengths. Everything should be clear before the volunteer attends their first board meeting. Point to the job description to make sure the prospective board member understands that annual financial support is expected of each board member. A minimal giving level should be established and observed.
Adjust active board size to around 12 members.
One effective method to reduce board size is to discuss a new job description with each member. Are they willing to do what is necessary? Would they prefer to gracefully resign so a more motivated community leader can fill the position? Every board should institute volunteer term limits to systematically address the problem of uncommitted board members.
Another option is to create an honorary board or advisory board for volunteers who you would like to move off the board of directors, yet wish to maintain their affiliation with your organization.
Summary
There is never a better time than now to start addressing the weaknesses on your board. Will your board be up to the challenges of tomorrow? Take a moment to make an honest and objective assessment of the strengths and weaknesses of your board. Identify your long-term and short-term objectives and what needs to be done to achieve your goals. Approach the recruiting of a new board member with the same care you would use to hire a new employee. Stick to the fundamentals and you will not only have a more effective board, but also more enthusiastic board members.
CDS has been a leader in nonprofit fundraising for the past three decades. Contact us for more intensive help with your major gift fundraising, strategic planning, or in preparing for a capital campaign.