Board development requires strategy, and in order to do so successfully, it is essential to realize just how valuable this concept is. So, before we get into how to choose board members lets briefly review the importance of strategy. Then, we will look at some strategic methods for determining the needs of your board and how to select members that fulfill those needs.
Nonprofit struggles and failures are often void strategy. Perhaps, we can't go as far as blaming the absence of strategy and there are some arguments behind how extensive strategic planning should be. However, no strategy is far more damaging than poorly implemented strategy. Whether you have a strategic plan or simply practice strategic leadership and thinking, strategy will have a powerful influence over your likelihood of success. In fact, the cause of failed strategy is almost always something else lacking strategy. No matter where you are today in your organizational development failure can be a caused by not tending to board development.
To build a better board, you must learn to better select its members and this requires some strategy! Although, there are variances in focus depending on whether or not this is a founding board or you are simply filling vacant seats on an existing board, the following tips should help spark that plan:
- Understand the many facets of your organization. There are many areas of the nonprofit sector that can be likened to their for-profit counterpart. However, there are many nuances of the nonprofit sector that can't be found within for-profit experience. That said, it is necessary to balance this within every aspect of the organizational design.
- Know the population that you serve. It's not enough to know that you serve "A" or "B" population, you must also be aware of the many dynamics of and smaller populations within that group. You do need board members that can relate to and are related to by the population served, but the entire board needs a more abstract presence within the community.
- Personal experience isn't always necessary. Not everyone on the board needs to be a replica, of those you seek to serve. In fact, there are many other areas of expertise and strengths that can be brought to a table. However, it is essential that each of your board members is passionate about the mission you attempt to fulfill.
- Create a list of needs. By thinking abstractly about the needs of your organization and the population served, you can begin to define the needs of your board. Create a list! Items on your list might include knowledge of nonprofit law and accounting, an expert in the field addressing the population served, a member of the population served, political experience, connectivity to the community, and ability to solicit financial support. However, these needs are superficial if they exist without the most fundamental needs met; passion for mission; integrity; and willingness to serve.
- Define the purpose. If you don't know yet what the purpose of a nonprofit board is, then its the best time to find out. Google it! Go to the Library! There is tons of free information and as tedious as it is this research will help you to fulfill your mission! You want to walk away from this knowing about board growth and development and the many types of nonprofit boards. This is not the time to cut corners and remember that here in step one, is where you return when future strategy fails if you fail to implement it now.
- Know the role. The board is the governing body of an organization and is legally, yes I said legally, accountable for its actions. The board is accountable to the organizations constituents, supporters and beneficiaries. Know this, commit to this, and don't try to find away around this. If you don't like it - don't take the tax break.
- Describe individual collective and individual responsibility. While researching, be sure to gather board contracts, board member job descriptions, and anything else organizationally beneficial you stumble upon.
- Prepare! Before members are invited to the board, certain ducks must be placed in a row. Develop working documents from the information that you have gathered. Board members that join with a clear concept of what is required will be most beneficial to your cause. Let them use and continue developing these documents so that they have some pride in all future board development. I personally, put my founding board members in charge of developing the board documents for all other recruits.
Your mission fulfillment relies on proper board development and member selection. To blanket this step with mere compliance in meeting requirements will not secure the longevity of your organization nor its credibility. If you are further down the road and have failed to tend to this step in the development of your organization, it's not too late to slow down and refocus. Your future goals and strategies will only benefit from it.
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