After spending considerable time working with nonprofit leaders, I’ve realized that the effectiveness of a nonprofit board can significantly impact the organization. Devoting a substantial amount of time to cultivating board relationships is crucial for success. Many successful Chief Executives have shared that they spend more than half of their time collaborating with the board to drive the organization forward.
Maintaining an effective board is similar to nurturing any relationship; it requires communication, understanding, and a willingness to work together. However, many organizations struggle with dysfunctional boards, which can lead to poor decision-making and a lack of focus. Some leaders may even minimize the board’s influence, making independent decisions that sideline the board’s role.
To avoid these issues and maximize your board’s potential, here are six strategies to ensure your board is an asset rather than a liability.
Improve Recruitment
How do you know if someone will be a good board member? Recent research highlights empathy as the most important leadership skill in modern organizations. According to a Harvard Business Review article, leaders who demonstrate empathy create more loyal, engaged, and productive teams. Empathetic leaders understand their team members’ perspectives and build stronger relationships, leading to better decision-making and organizational outcomes.
The Center for Creative Leadership (CCL) conducted a study showing that empathy in the workplace is positively related to job performance. Managers who show more empathy toward direct reports are viewed as better performers by their bosses. This aligns with the notion that empathetic board members are likely to be more effective in their roles, contributing to better governance and overall organizational health.
Furthermore, a Development Dimensions International (DDI) Global Leadership Forecast emphasized that empathy is a critical driver of overall performance. Leaders who rank high in empathy tend to foster environments where trust, collaboration, and innovation thrive. This supports the argument that empathetic individuals make better board members, as they can navigate complex interpersonal dynamics and contribute to a more cohesive board.
When considering someone as a board member, ask yourself how well they do on things like these:
Are they good listeners? They should give a speaker their full attention without interrupting.
Do they get non-verbal cues to pick up on others’ feelings? People with high empathy are often attuned to subtleties that might indicate how someone is feeling.
Can they see an issue from another’s perspective? One of the hallmarks of empathy is the ability to see situations from other people’s perspectives, understanding their feelings and thoughts without judgment. Do they validate others? Empathetic individuals are adept at reflecting what others are feeling in a way that makes them feel understood.
Are they tolerant and patient? High empathy is often accompanied by an open mind and a patient understanding of others’ perspectives.
An empathic board member values diverse perspectives and aligns decisions with the team’s needs and values, making them an invaluable asset. Create a checklist of empathic traits and use it during recruitment to ensure you’re selecting individuals who will contribute positively to your board’s effectiveness.
Foster Effective Onboarding
Successful board member onboarding is not merely about introducing them to the organization’s mission; it’s about cultivating a sense of belonging, purpose, and satisfaction. While specific surveys or polls directly addressing nonprofit board onboarding may be limited, broader research in organizational psychology and management sheds light on effective onboarding practices.
Studies emphasize the significance of socialization tactics in the onboarding process, highlighting the role of mentorship, feedback, and role clarity in promoting new members’ integration and satisfaction (Bauer & Erdogan, 2011). Therefore, providing each new board member with a mentor and facilitating introductions with veteran members can significantly ease their transition and enhance satisfaction.
Moreover, research on organizational commitment and engagement underscores the importance of autonomy, competence, and relatedness in fostering satisfaction and motivation among board members. Meyer and Allen’s Three-Component Model of Organizational Commitment (1991) emphasizes the role of perceived organizational support, including feelings of autonomy and relatedness, in enhancing commitment and satisfaction.
Tailoring the onboarding experience to align with individual strengths and interests is essential. By incorporating mentorship, feedback mechanisms, and opportunities for meaningful engagement, nonprofits can foster a sense of belonging and purpose among board members, ultimately enhancing their satisfaction and effectiveness within the organization.
Align Board Work with the Strategic Plan
Organizations without a robust strategic plan risk their boards going off course. According to BoardSource’s Leading with Intent Survey, boards that engage deeply in strategic planning are significantly more effective. The survey emphasizes that alignment with the strategic plan improves board performance and organizational impact. Similarly, the Stanford Graduate School of Business’s 2016 survey highlights that clear strategic priorities help board members focus their efforts on meaningful activities.
Ensure that all board agenda items align with the main pillars of your strategic plan. During annual retreats, identify how board members can engage meaningfully with each strategic pillar. As one nonprofit veteran noted, tactical activities tied to strategic goals led to unprecedented engagement and visible benefits from board members’ participation.
Limit Staff Time for Board Meetings
Nonprofits often spend excessive time preparing board presentations, detracting from their mission-driven work. Streamlining this process is crucial. According to the BoardSource 2021 Leading with Intent Report, high-performing boards are characterized by members feeling well-prepared for meetings, which enhances strategic discussions and overall board performance. Similarly, a Stanford Graduate School of Business survey revealed that 27% of nonprofit CEOs believe their board members are not adequately prepared, highlighting the need for better preparation tools.
To achieve this, implement the following tactics:
Standardize Templates: Use consistent formats for agendas, minutes, and reports.
Collaborative Tools: Implement tools like Google Drive for real-time collaboration.
Centralize Information: Maintain a digital repository for board documents.
Automate Data Collection: Use software to automate report compilation.
Set Clear Deadlines: Communicate submission deadlines to avoid last-minute rushes.
Pre-Meeting Briefings: Conduct briefings with key staff to streamline meetings.
Research from the Nonprofit Research Collaborative Fundraising Effectiveness Project also supports that nonprofits with efficient board management practices exhibit higher board engagement and better organizational performance. Gather feedback post-meeting to continuously improve preparation processes, ensuring your board operates at peak efficiency.
Integrating these practices not only saves time but also enhances the overall effectiveness and impact of your board meetings.
Require Board Preparation
One common complaint among nonprofit CEOs is that board members often don’t review materials in advance, leading to inefficient meetings. Research consistently shows that well-prepared board members are more effective and engaged. For instance, BoardSource’s Leading with Intent survey found that 71% of board chairs consider board member engagement a critical issue, emphasizing that preparation is key to effective governance.
To address this, send board packages two weeks before meetings and ask members to respond with one question or comment per section a week prior. Compile these responses and distribute them to the full board 48 hours before the meeting, attributing each to its author. This approach, supported by McKinsey’s findings on the importance of preparation for high-performing boards, leverages social accountability to encourage participation and ensure more productive meetings .
Implementing this strategy can enhance board member accountability, improve meeting efficiency, and ultimately foster a more engaged and effective board.
Modernize Board Communication
Many organizations still use outdated tools that make it unnecessarily challenging for the board to stay engaged and informed. Research by Diligent’s “Modern Governance 100” report highlights that organizations using digital board management tools see significant improvements in board meeting preparation and engagement. Similarly, McKinsey’s 2019 survey on board governance found that advanced digital tools correlate with higher board effectiveness. BoardEffect’s research further supports this by showing that boards utilizing digital platforms report better decision-making and higher satisfaction levels.
Have you ever tried to read a PDF on your phone? It’s time to upgrade to user-friendly communication tools that enhance accessibility and engagement. Ensure that board materials are mobile-friendly and easily accessible on various devices. This modernization not only saves time but also ensures that your board members are well-prepared and actively participating in the organization’s strategic direction.
By implementing these strategies, you can turn your board from a potential liability into a strategic asset. Enhance recruitment, improve onboarding, align work with strategic plans, reduce staff prep time, enforce board preparation, and update communication methods to help your nonprofit thrive. Embrace these changes to cultivate a more effective, engaged, and dynamic board that will propel your organization toward greater success.
If you’re looking for looking to deepen your understanding and improve your board management skills, here are some valuable resources that will help you build a robust understanding of effective board governance, enhance your leadership skills, and ultimately drive your organizations toward greater success.
Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way
by Ram Charan, Dennis Carey, and Michael Useem
This book provides insights into effective board leadership and the balance required for successful governance.
Governance as Leadership: Reframing the Work of Nonprofit Boards
by Richard P. Chait, William P. Ryan, and Barbara E. Taylor
A comprehensive guide to nonprofit governance that emphasizes the importance of strategic thinking and generative governance.
The Practitioner’s Guide to Governance as Leadership: Building High-Performing Nonprofit Boards
by Cathy A. Trower
A practical companion to the concept of governance as leadership, offering tools and strategies for building high-performing boards.
Nonprofit Governance: Innovative Perspectives and Approaches
edited by Chris Cornforth and William A. Brown
This book explores new perspectives and practices in nonprofit governance, providing insights from leading experts in the field.
The Dynamic Nonprofit Board: Lessons High-Performing Nonprofits
by McKinsey & Company
A detailed article that discusses the evolving role of nonprofit boards and the keys to transformative governance.
Ten Basic Responsibilities of Nonprofit Boards
by BoardSource
This whitepaper outlines the fundamental duties of nonprofit boards, providing a foundational understanding for board members.
