Nonprofit Performance 360 Magazine Vol 4 No 4

RAY BUCHANAN

Growing an Impact-Driven Board

I have had the privilege of serving on and helping lead dozens of nonprofit boards. Some were far too small, some have been far too large, and there are those that have been the ideal size for the organization for which they had the leadership responsibilities. Regardless of the size of the board, however, most of the nonprofit boards with which I have been associated, as executive director, CEO or board member, have suffered from the same general malaise. Most boards are underperforming and filled with board members who are inadequately trained, under-informed, and lacking sufficient motivation and engagement to provide the needed leadership and guidance for the organizations they serve. What makes this sad is that underperforming boards are a major culprit in underperforming nonprofit organizations. My position is simple and borne out by over four decades of personal experience. A truly successful nonprofit organization, regardless of its mission, focus, size or scope of work, must be led by a highly motivated, deeply engaged and, above all, impact-driven board of directors. Although such boards are the exception rather than the rule, they do exist. Impact- driven boards, of deeply engaged and motivated members, create a powerful vortex of possibility and potential that provides both the critical vision and the ongoing energy necessary to grow and expand a nonprofit. But where do you find such a board? The quick answer is that you don’t. Impact-driven boards do not just happen. Such high-

recruitment matrix is a tremendous tool to help with this. For an excellent recruitment matrix source, see boardsource.org . Once a new board member is recruited and added to the board, providing a detailed orientation to the board and board member responsibilities is the next essential step. This orientation should include a notebook or packet of basic information (see below), as well as having the opportunity to meet and spend time with both the executive director and board chair. Having an experienced board member act as a mentor for every new member also pays big benefits in helping ensure that new members become quickly engaged and active. Another often overlooked aspect of growing an impact-driven board is that time should be allocated for socializing. Board members need to know one another well enough to be comfortable enough to disagree.This is often difficult to achieve when members only see one another in official meetings. Make time at least once a year (preferably more) for board members to get to know one another in an informal setting. Holding occasional dedicated events just for board members is another excellent way to increase interaction and deepen board engagement. An example of this is from one of my own organizations, Rise Against Hunger. When we have international staff or partners visiting our headquarters, we arrange an informal dinner where board members can meet and interact with our guests.This dinner is normally hosted by the board chair or the CEO and is hugely popular with the board. Such dinners allow the board members time

powered boards come into being through the intentional commitment of a nonprofit organization’s leadership. Impact-driven boards filled with informed, energetic, and engaged members must be intentionally planned and grown. All boards are comprised of individuals who need cultivation,nurturing, and constant attention. Impact-driven boards are no exception. Yes, achieving such a board is an immense amount of work that requires significant time and effort. But providing the necessary maintenance repays all the effort ten-fold with improved outreach, a larger footprint, and measurable growth in organizational impact. Whose responsibility is it to grow an impact- driven board? Although it starts with the executive director and board chair, the growth and care of an impact-driven board is the responsibility of every member of the board. A board fully committed to the vision, mission, and work of the nonprofit it leads will make the cultivation and nurturing of its members a high priority. This cultivation begins with the search for, and nomination of, the best qualified potential new members. This is an ongoing process, with special attention paid to both board needs and diversity. Board diversity is not just racial, but includes gender, religious, and geographic diversity. The use of a board

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