So you want to join a nonprofit board. Whoa, back up, really? That’s terrific, but can we explore the why before we get to the how? Hopefully you are driven to seek a seat at the table in order to take personal action using your experiences, skills and connections to solve a problem or address a challenge in your community or anywhere else on the planet. Think hunger, homelessness, poverty, a particular health crisis, uneven educational opportunities, unsafe relationships, aftermath of wars, as a start. Let’s begin with the assumption that you are joining others driven by the same degree of passion. If they aren’t . . . that is a topic for another day. You are going to develop an intimate knowledge of how your fellow board members analyze opportunities, how they communicate, what talents they bring to the table, and how you might learn from them, and utilize their connections to expand your own network. These are good things, and you will be bringing your own value adds to share.

Do you know what it means to be a board member for a public charity? Do you understand the fiduciary, fundraising, volunteering and advocacy responsibilities that are expected by law and by the public? Not all boards introduce and onboard with the same degree of clarity, so you need to know what kind of a board and what kind of participant you want to be. There are online resources to learn more and help you answer these questions, and in some communities you will find organizations that offer related workshops for preparing to become a nonprofit board member.

When you join a nonprofit board, you will have motivating ideas of how you can support the organization and even what you might gain by doing so. You may rightfully anticipate the connections you can make to further your ability to put your passions to work with a team of like-minded individuals. Board service can expand your business and community networks, as you learn from others with a variety of experiences that have shaped their attitudes and paths. You may see board participation as a chance to stretch your leadership style in ways that everyday life and work experiences don’t readily offer. You may be hoping for a place to leave legacy footprints, making a purposeful difference where it matters most to you. The right board match can help you achieve these goals.

On some corporate boards members can be compensated for their participation. “Compensation” looks very different and special for nonprofit board members. As a nonprofit board member you are expected to make a financial contribution, beg your friends to donate as well, spend hours (mostly evenings) in meetings, buy tickets and tables to events, and operate often without an exit strategy of when to step away from this “privilege.” If you are not deterred, then thank you! Nonprofit board service can be the most intense, important and satisfying volunteer commitment you can undertake. And quite honestly, there are many, many benefits you should enjoy as a result.

Don’t shy away from the win-win of board service. If you are going to spend that much time, energy and philanthropic dollars, you better get something in return. It can be a warm feeling in your heart, a warm lead to a new customer, or the satisfaction that you actually took action to solve a thorny problem. Go for it.

Now as for how to join a board, please keep in mind that there are a variety of nonprofits just as there are a variety of for-profit businesses. How you proceed to join a “Fortune 500” nonprofit board will be different than the path to joining one that is a startup. The bigger the budget of an organization, the broader its geographic reach, the more “prestigious” the current board, the more likely it is that you will need to be willing to write a big personal check or deliver a sizable donation from your company on a regular basis. You may already be a significant donor. You may already have a large reputation for direct involvement in the organization’s mission or in a related area.  The closer to a Fortune 500 type nonprofit, the more likely it is that you will be head-hunted for the board because nonprofits of this size and scope understand that many others are fishing in the same pond for potential additions. They have determined that it is worth the investment to professionally search for key thought leaders and those who could add cache in some way. If you want to be considered for one of these boards, you likely already know how to go about it.

The path to joining any nonprofit board, but certainly one of a small to mid-sized or startup organization, must start with passion. Ask yourself, “What do I care about; what keeps me up at night?” and then look for organizations working on solutions. If your passion is solving a problem that is halfway around the world, you are honestly less likely to find a board opportunity in your backyard, but you can certainly find ways to donate money or volunteer your time. For example, Google “solving water pollution.” You will find organizations that tell you how to donate, volunteer and advocate to this end. This may never lead to a board position, but you might find your engagement to be equally satisfying.

The closer your interests are to local problem solving, the better the chances of eventual board service.  You want to get to know an organization from the inside as early as possible to confirm that this is a place where you want to invest your time and resources more deeply. Maybe you already have your eye on a local nonprofit. Explore their website and see who is on the board and who is in leadership on staff. You may already have connections so that you can learn more about how the board operates and what the expectations of a member. In the meantime, note any volunteer opportunities posted on the website or reach out to see if there are ways that your skills (marketing, HR, accounting, legal, etc.) could be utilized on a committee or special project. See if there is an event where you could participate in its planning or execution. Ask if there is a need for advocates to speak out or write on behalf of the organization. All these activities will give you a chance to get to know the organization and, equally important, give the board and staff a chance to know you and what you can bring to the table.

If you have the interest but don’t have connections or don’t know where to begin, don’t despair. Read local media with an eye to organizational leadership commenting on issues you care about. Use LinkedIn, Facebook, Instagram and Twitter to see which organizations and people are engaged. See if there is a volunteer connector organization or local affiliate of Points of Light in your area and explore volunteer opportunities. Ask local thought leaders in government, civic organizations, business networking groups, and faith-based institutions for names of nonprofits doing good work and introductions to learn more.

After spending thoughtful time, if you are still interested in joining the organization’s board, let it be known. Usually a conversation with the Executive Director, Board Chair, Governance Committee Chair or a key program officer will get the ball rolling, but it doesn’t guarantee an instant or eventual place at the table. The best boards aren’t just looking for warm bodies with deep pockets, to be crass. The best ones are looking for new additions who are passionate about the mission; can fill particular skills and knowledge gaps around the table; bring diversity of opinions, backgrounds and experiences; understand what their role will be; recognize they will be expected to make financial contributions and introductions to others; anticipate that there will be personal and professional fulfillment; and are ready to roll up their sleeves and make a difference.

Not every date leads to a permanent lasting relationship, but good things will always come from getting to know key nonprofits and the boards that lead them. Enjoy the search for a great board to join. It’s out there, and the benefits are going to be as personally rewarding for you as they will be to the nonprofit.

Members of a nonprofit board of directors are wonderful people. They are often accomplished professionals, visionary leaders, and passionate supporters of the cause. Interestingly, these characteristics of excellent directors can also set the stage for tension in the boardroom. Let’s look at four tips for defusing any conflicts.

Clearly define roles and rules of conduct.

The most effective boards and meetings have one thing in common: clear expectations. Board conflict prevention starts with everyone knowing who is in charge and what is expected. I encourage boards to actually make a board member commitment “contract” that spells out the roles and responsibilities of being a director. There should be a similar description for each of the board officers, too. That way, no one is confused about who should be reporting on which areas and who is responsible for certain decisions. Make sure there are also procedures spelled out for meeting discussions and votes. If everyone is aware of the rules ahead of time, it is much easier to address conflict later.

Be hard on ideas, not people.

This is a great mantra I learned from our board governance coach, Kim Donahue. It’s all about cultivating a culture that can pick apart ideas as needed without making it personal. This is a fairly intuitive way to behave, but reminding board members about it in a fun informational session can go a long way towards boardroom decorum. Additionally, make sure that your board is building in enough social time to grow real trust and respect between members. It is much easier to express an opposing view if you believe that your fellow board directors all have the organization’s best interest in mind.

Enlist the troublemakers.

I use the word “troublemakers” loosely here to mean the people who might be more inclined to dominate a discussion or always be the first to offer their opinion. Sometimes this happens organically as other directors look to a few strong leaders to see how they feel about an issue before weighing in. If you find your meetings always revolving around the opinions of one person, elist this person to lower tension in the boardroom. Try pulling them aside and saying something like, “Brenda, everyone values your point of view so much. I wonder if we could try an experiment in this meeting. I really want some feedback from the others on this agenda item, so it would be interesting to see what would happen if you withheld your ideas for a minute to see what they come up with.” Win the more opinionated board members over to your side and you might find that the people who were previously a challenge become the peacekeepers.

While some dissent is healthy, everyone needs to come together after a vote.

 Disagreement is a part of discussion, but everyone should understand that the vote on the motion should be the end of that discussion. The board will vote yes or no, and all board members should know that is the time to accept the decision of the board. This can sometimes be difficult for board members who disagree. Consensus means that even though I may disagree, I can support this decision because the majority of board members believe it is the right thing to do. It is not a bad idea to remind board members that the decision of the board should be supported by everyone in the room. Being considerate of dissenting opinions will go a long way toward resolving any differences.

Conflict in the boardroom can take time to resolve.

Don’t be discouraged if it seems like certain disagreements keep flaring up over and over. There will be times that people simply don’t like each other that much, and that’s okay. As long as you have started implementing the four steps above, you will be on the way to reining in any disputes. Don’t be afraid to periodically take a step back and ask board members what is working and what isn’t. With some careful thought, board feedback, and proactive practices, your board will be on the right track.

About Boardable:

Boardable is an online board management portal that centralizes communication, document storage, meeting planning, and everything else that goes into running a board of directors. Founded in 2016 by nonprofit leaders and founders, Boardable has a mission to improve board engagement for nonprofits. Boardable is based in Indianapolis, Indiana.

Your boss just asked if you’d be willing to be nominated for a seat on the board of the local YMCA. You are flattered to be asked. You enjoy working out at the Y. You think this is great – maybe board members get to attend classes for free! You tell your boss you are interested, and a meeting is set up with the YMCA executive director.

As the meeting draws closer you realize you are unsure about what it means to be a board member. What exactly are the roles and responsibilities of a board member?

Your first responsibility is to find out the expectations of a board member and ensure you can meet those expectations. Learn all you can about the organization. Are their mission and values consistent with yours, such that you will become a passionate advocate for the organization? As a board member you’ll be asked to make your service to this organization your priority for the next several years.

You have a responsibility to give them your time, talent and treasure, the three “T’s.” What is the time commitment of a board member? You have a responsibility to prepare for and attend all board meetings. In addition to board meetings, both in person and remotely via conference calls, a board member is expected to participate in committee meetings/calls. There may also be events and community activities that board members are asked to attend. Understanding the time commitment prior to agreeing to serve is important. If a board member does not fully participate, they let their fellow board members and the organization down.

Giving your talent is your next responsibility. A well-planned board recruitment strategy results in a diversified board with skillsets needed to fulfill the mission of the organization. That likely means board members with finance, investing, communications, marketing, legal, human resource, strategic planning, event planning, fundraising, technology and/or programming expertise are needed at various times. When you meet with the organization’s director prior to agreeing to be nominated, determine if your expertise fits with a skillset needed on the board.

The last “T” represents your treasure or the financial commitment that comes with serving on the board. Every non-profit expects the board to take a leadership role in fundraising. Asking others to give without setting the example is difficult and may make the potential donor question why they should give if the board is not giving. Some boards have a minimum donation they ask from all board members. Others may ask each board member to give to their personal capacity.

So: you’ve met with the executive director, you know you can meet the expectations and enthusiastically agree to serve. Your first meeting is approaching, and in reviewing the pre-meeting materials, you feel a bit overwhelmed and start to doubt yourself. The financial statements look like they are in a foreign language. There is an investment presentation included that is confusing. The agenda includes program topics you were not even aware were part of the organization’s offerings. Don’t worry there is a board orientation before your first meeting. And you have been assigned a mentor who has requested a call prior to the meeting.

Set up a time to speak with your mentor. They will help you navigate the board meeting and help you feel comfortable. Also, you can ask them questions prior to meeting that you might be afraid to ask during the meeting.

Your First Meeting

Prior to your first meeting review all the materials provided in advance. Ask your mentor or the executive director any questions. Attend the orientation where you will likely hear about the history of the organization, review the financial statements, be provided with key documents such as the by-laws and key policy statements, meet staff and hear about which areas they are responsible for, and meet the officers of the board. The officers may explain the committee structure and their responsibilities. They may invite you sit in on the committees so you can decide which committees you would like to serve on. Or they may appoint you to a committee that fits your skillset.

Hopefully during the orientation, they will explain your roles and responsibilities. The primary legal responsibility of every board member is referred to as “fiduciary responsibility.” A board member should never do anything this or may be perceived as violating fiduciary responsibility or duty. It is your responsibility as a board member to serve as a fiduciary of the organization to ensure to the best of your ability its long-term viability.

The Cornell Law School Legal Information Institute website (http://www.law.cornell.edu/wex/fiduciary_duty) defines fiduciary duty as follows:

A fiduciary duty is a legal duty to act solely in another party’s interest. Parties owing this duty are called fiduciaries. The individuals to whom they owe a duty are called principals. Fiduciaries may not profit from their relationship with their principals unless they have the principals’ express informed consent. They also have a duty to avoid any conflicts of interest between themselves and their principals or between their principals and the fiduciaries’ other clients. A fiduciary duty is the strictest duty of care recognized by the US legal system.

In your situation as a board member, you are a fiduciary for the organization who is the principal in the above definition. Whenever you are acting as a board member, you should ask yourself if you are acting solely for the benefit of the organization.

Most well-run organizations conduct their meetings in accordance with parliamentary procedure outlined in The Eleventh Edition of Robert’s Rules of Order Newly Revised. Often an organization’s by-laws specify that meetings and conventions be conducted in accordance with the latest edition of Robert’s Rules of Order. Prior to your first meeting, familiarize yourself with parliamentary procedure.

Familiarity with the basic parliamentary rules for meetings will make any new board member more comfortable in making motions, understanding when a “second” is required for a motion, understanding the rules of debate, and knowing how to end them by “calling for the question,” etc. Sounds like a foreign language, but once you understand the basics as outlined in the above short book, you will understand how to take part in the meetings more effectively.

Staff vs Board Member Responsibilities

Strong committee and board performance results from a partnership between staff and volunteer board members. Effective organizations have a clear understanding of their respective roles as they move the organization forward. To be clear, the only staff member who reports directly to the board is the executive director.

Generally, the board is responsible for hiring the executive director, providing feedback to the executive director, communicating expectations, conducting annual personnel evaluations, and rewarding their performance. When external issues arise, the board has the role of analyzing the situation and working with the executive director to handle public relations and respond as one voice supporting the executive director.

The key to success in the leadership team of the executive director and the board is the ability to understand the expectations of each other and to communicate frequently. Joint responsibilities include establishing the priorities of the organization based on the overall strategic plan. They also include defining the who, what, when, where and how’s of execution of the priorities. Jointly evaluating the activities and results is also important. Was the latest project worth the effort?

The best way to build relationships is to spend time together, even if it is telephonically. No surprises builds trust. Things will not always go as planned, but if the board member is kept informed, both parties can use their specialized knowledge to resolve issues together.

Volunteers have much to learn from staff, and staff have much to learn from volunteers. Each is in their position because of their specialized experience, knowledge, and skills. Many board members have experiences gained in the for-profit world that are applicable in the not-for-profit world. However, board members need to understand that they are not the CEO/CFO or chief anything of the non-profit and that the organization’s staff are not their staff. Mutual respect is critical for a successful board and staff partnership. Both groups are passionate about the mission of the organization, and only by working together can they fulfill the mission. The following chart clarifies board vs staff responsibilities:

Remember, your responsibility as a board member is to help set the strategic direction of the organization and oversee the financial results and controls—not to manage day-to-day operations. Your role is to develop the strategy, policies and procedures for the staff to execute. Stay out of the weeds and focus on the big picture and mission of the organization. Now go forth and serve, moving your organization forward.

The real challenge for directors of nonprofit boards isn’t regulatory compliance—it’s high performance. Most who serve on a nonprofit board have a passion for the organization’s mission, and they show up filled with good intentions. Too often, however, they don’t have clearly defined responsibilities, or directors disagree with management about what those responsibilities should be, or someone defined these duties long ago, and they no longer seem relevant. Now, more than ever, directors are taking their responsibilities seriously, speaking up, and striving for results; but in many cases, the evolving relationship between the organization’s management and the board has not found the right symmetry. Finding it will depend on everyone systematically examining how board members can have both high impact and high involvement.

The key to better board performance lies in the working relationships between directors and executives, in the dynamics of board interaction, and in the competence, integrity, and constructive involvement of individual members. Most people understand what boards should be: sources of challenge and inquiry that add value without meddling—champions of the organization that make CEOs more effective but not all-powerful. The high-performance board, like any high-performance team, is competent, coordinated, cohesive, and focused. Such entities do not simply evolve, however. An exacting blueprint—a plan for both high impact and high involvement must guide their construction.

This model addresses how directors and executives need to view nonprofit directors’ involvement and their role in overall effectiveness. Sometimes boards can enjoy effectiveness, even with low involvement. Boards that have their fingers in when they shouldn’t will be only minimally more effective than boards that stay out of everything. The key lies in appropriateness of involvement.

When involvement is inappropriately low, effectiveness will be low, too. Organizations in the Passive Board quadrant experience minimal board participation in decision-making. These directors also have limited accountability among themselves and find their primary duty to be ratifying the CEO’s decisions.

Passive boards meet at scheduled times but seldom schedule anything outside of those meetings. They overlook or ignore opportunities to meet with internal and external auditors, general counsel, or key managers. They don’t seek active participation in strategy formulation or attend to the leadership pipeline. Members fail to make themselves available to the executives in the company, so the experience and expertise of the directors languishes

Boards operating in the Laissez-faire quadrant manage to enjoy some effectiveness because they have learned to be involved on critical issues. For instance, they may devote time and attention to strategy formulation but then leave implementation to the company’s executives. Directors oversee CEO succession planning but trust most of the rest of the leadership pipeline to management. If the company has hired strong executives, directors don’t need much more engagement than the Laissez-faire Board offers.

Directors on these kinds of boards maintain credibility with stakeholders because they know the difference between the important and the unimportant and show up for the important. The board certifies that the business is managed properly and that the CEO meets the board’s requirements. Many CEOs have come to appreciate and desire a Laissez-faire Board, even though it’s not the most effective of the four options.

The expression among many executives is that directors should be “Noses in, fingers out.” In other words, these executives want directors who know what goes on but who stay out of the day-to-day management of the company.

Fingers-In Boards can exist in any situation, but they tend to surface during crisis. The board becomes deeply involved in making key decisions about the company and holds frequent, intense meetings. They intrude inappropriately, compromising both morale and effectiveness. They bother people. Frequently the Fingers-In Board focuses on tactics, not strategy. They can waste an entire meeting discussing a new label or brand—something that even the VP of marketing wouldn’t ordinarily spend time on.

These kinds of directors have been known to bypass the CEO and give direction to employees. They want deep involvement with decisions. They convene frequently, often without a clear purpose in mind. They lack effectiveness, primarily because they squander their time and energy on the non-critical instead of zeroing in on the critical efforts they should be addressing.

Directors on Stellar Boards serve as the CEO’s partners. They provide insight, advice, and support on key decisions. They recognize their responsibilities for overseeing CEO and company performance. Board members conduct substantive discussions on key issues and actively define their roles and boundaries. They fill gaps in executives’ experience and expertise, so they serve as a constant source of advice and wisdom.

When Stellar Boards meet, their agendas limit presentation time and maximize discussion time. Directors and executives take advantage of informal interaction among directors. Board members are honest yet constructive. They stand ready to ask questions, challenge leadership, and oversee CEO and organizational performance. Directors tell executives what they need to know and hold them accountable for results. Board members also actively seek out other directors’ views and contributions. They prioritize well and spend appropriate time on important issues.

Top performance on nonprofit boards starts with strong leadership—persuasive management leadership and influential board leadership. Too often, however, directors assume the role of sponges who simply absorb that which management puts in front of them. One of the key responsibilities of each director involves asking questions and showing independent thinking. These questions should stimulate dialogue and guide the process of making the implicit explicit—of making knowledge pragmatic advice.

To do that, board members need to receive the agenda and related materials in time to review them prior to meetings. During the meeting, board members should request and encourage discussion, not presentations. Between scheduled meetings, management should keep directors informed of major changes and important issues.

The next major leadership duty is to move the discussion to decisions—not necessarily consensus. The discussion should uncover all kinds of differing points of view, but ultimately the board needs to ask, “How will management use these insights to make necessary changes?”
Active, compliant boards and executives no longer offer organizations enough. Companies need and demand stellar performance from both individual contributors and the board as a whole.

History has taught us that the prerequisites of nonprofit board success—courageous leadership, bold direction, clear goals, and a systematic approach to implementation—can also provide a recipe for disaster. The reason? Decision-makers must make choices with far-reaching consequences based on assumptions about what that future will look like. Of course, this paradox has always existed—nothing new about an inability to prophesize about the future. But one thing has drastically complicated the landscape—the future arrives much more quickly now than it used to, and many of the guests it tows along are neither invited nor welcome.

Many board members feel unsure about their ability to create a credible strategy to boost their own performance and to influence the performance of those working in the organization. Yet, the best plans to improve productivity come from pragmatic business leaders who willingly consider alternative futures for their organizations. This doesn’t happen automatically, however. Board members must painstakingly address how to link mission to margins to create a stellar board that capitalizes on the organization’s unique contribution.

It all starts with the organization’s mission—but it can’t end there. Before board members influence leaders on strategy formulation, they should have a clear understanding of the mission of the organization and how to tie margins to it.

A mission statement should play the same role in an organization that the Holy Grail did in the Crusades. The mission defines the organization’s reason for being—the touchstone against which everyone evaluates strategy, activities, and expectations for overcoming the competition or making a unique contribution. Without one, members will diffuse resources, enable individual units of the organization to operate in silos, create conflicting tactics, and confuse customers, suppliers, financiers, and employees.

Conversely, when you have a well-articulated sense of purpose, you build a firm foundation that provides clear guidance for all significant decisions and establishes a point of reference for setting strategy and planning its execution. An effective mission statement answers these questions:

• Why do we exist?
• Who are our best customers?
• What do they expect of us?
• Who would miss us if we went away?

In addition to defining the organization’s identity, the mission guides its development over time. Although the mission should be resistant to capriciousness, as the external landscape changes, leaders must tweak the mission statement as they recognize how to translate purpose into practice—and how to take in enough money to keep the mission relevant and alive.

Most nonprofits don’t suffer because their board members don’t understand the organization’s mission. On the contrary, they miss the mark when they don’t figure out how to honor the mission while making money. I consistently repeat two mantras to my nonprofit clients: “No margins, no mission,” and “Nonprofit doesn’t mean not-for-money.”

Most boards understand how to make what I call “Mission Income.” This money comes from the products and services the organization provides. For example, a nonprofit hospital board knows that reimbursement is key, and they may also understand how to generate income from non-hospital amenities, like coffee and gift shops. But too often they leave other revenue streams like grants, individual contributions, corporate gifts, and government funding untapped.

Board productivity requires that decision makers at all levels of the organizations have the financial acumen to know what to do with the money once they have it, too. But if board members have overlooked these quantitative skills when they have recruited new members, the board will continue to struggle. Simply put, members need to know what the numbers mean, how to make sense of them, and how to use them to make sophisticated business decisions.

I have often said that on any board—public, private, or nonprofit—if you can sit on an audit committee, the organization will likely build a statue in your honor. If you can chair one, they will notify the Vatican of the miracle, and you will meet the requisite criteria for canonization. That’s not too much of an exaggeration.

In most cases, the real challenge for directors and executives in nonprofit organizations isn’t regulatory compliance or abandonment of the mission—it’s high performance. To achieve it, directors and executives need to systematically examine the five constructs of a successful, stellar board.

Board productivity depends on strong leadership and tone at the top. Therefore, I recommend that the chair and CEO roles remain separate. Both directors and the CEO can be more effective when the roles and duties of the chair differ from those of the chief executive. Also, when different people have these roles, the chair can act as a lubricant between the board and senior leaders in the organization, especially when inevitable conflict occurs.

Board success starts with the relationships between the directors and the CEO.  The the CEO should regularly disagree with the board, and robust debate should occur, but never at the expense of good rapport. Embrace tension. Move beyond the outdated thinking that the board is a necessary evil and realize that a certain degree of tension is both healthy and desirable.

Contention, however, is not productive. The CEO should ask questions and question answers but all in a climate of candor and responsiveness. Trust, respect, and open communication form the foundation of any strong relationship; board relationships are no exception. Once the board has established rapport among themselves and with the leadership of the organization, everyone can focus on strategy.        

Too often board members don’t understand when and how they should be involved in strategy. Stellar Boards don’t formulate strategy, but they maintain a clear focus on it. They assess and critique it. Like the princess in the story about the pea, members need to detect flaws deep in the strategy—not to execute but to notice and report.

To safeguard the leadership pipeline, members will also want to influence succession planning—especially of C-suite positions. Members will certainly want to discuss the retirement plans for senior leaders plans, but they need to do more. They can play a more active role in setting criteria for hiring and promotion, identifying the stars in the organization, and creating opportunities to keep these people challenged and engaged. It’s all part of governance.

“Governance” is one of those all-encompassing words that people use but that few can explain in concrete terms. For nonprofit boards, it usually means general board oversight. Governance underpins the board’s ability to do all the aspects of its job. While strategy and succession planning address specific “What?” questions, governance deals with the “How?” It includes but is not limited to decisions about the board’s size, frequency of meetings, director selection, stakeholder relations, and social responsibility. When a board has a governance committee, those directors initiate action plans with specific timelines for implementation of recommendations. This committee should have the authority to shape and recommend policy and structure.

Why do board members so frequently fail at linking missions and margins? As noted, it’s not because they don’t understand the mission. They do. Boards run into problems for one reason. Most people who serve on nonprofit boards have a clear passion for their organizations, but they lack strong financial acumen that would help them make the margins that would ensure the mission. The remedy? Set the strategy, define goals for moving the organization forward, and become more self-directed than grant-driven.

Development committees can be critical to the success of any non-profit’s fundraising efforts. A great development committee can drive an annual fund campaign to success, secure new sponsors for special events, and play an integral role in cultivating and stewarding donor relationships. In short—they can be every Development Director or CEO’s secret to fundraising success!

So, who belongs on a development committee? It’s true that any one passionate board member could be a productive, contributing member, but just like any strong board of directors, a development committee requires a certain set of skills and resources be combined for best results.

In my experience, here are the five people you’ll find on the most successful development committees:

1. The Business Owner or Chief Executive

I once had a professor (who also happened to be a seasoned executive with years of experience at the helm of one of our nation’s non-profit giants) sum up board development in one sentence: “You want the number 1’s or the number 2’s,” she would say, referring to business owners and corporate leaders in top positions. She believed strongly that when you engage corporate leadership, they bring with them more than just their own resources and teams—they bring along their partners, their vendors and suppliers, and they open doors to resources you may never have imagined. In my experience, I have known this to be true.

For the smaller non-profit, this might be intimidating. However, look at the composition of your own board. Do you have top leaders of local businesses or corporations? Who has access to the strongest networks? These individuals need to be engaged on a development committee.

2. The Marketing Professional

 Often times, marketing departments are a luxury only afforded to larger non-profits or those few that are willing to invest in them as a means to strengthen fundraising efforts. However, whether it’s a marketing professional from your board of directors or your internal team, your development committee needs their participation.

The right marketing professionals can aid in developing a cohesive communications strategy, help raise brand awareness, and can take your sponsorship materials and marketing collateral to the next level. At a time when so many non-profits are competing for event attendees and individual donors, delivering a polished professional image and engaging materials could be the key that helps you stand out to donors.

3. The Salesman (or Woman)

 Let’s face it. Not everyone is comfortable soliciting donations, even when they love and care for the cause. What good is access to strong networks and awesome marketing materials if you can’t muster up the courage to ask for support? The key to a successful development committee is making sure it’s made up of individuals who aren’t afraid to make the ask! I refer to them here as salesmen and women; however, in reality, they are any members of your board with the passion and confidence needed to connect with prospective donors and ask them for support. When it comes to inviting members of your board to join the development committee, start with those you know fit this description and then utilize them at every stage of fundraising—cultivation, solicitation and stewardship.

4. The Board Treasurer

Every development committee should have a good understanding of the financial position and needs of the organization. Having the board treasurer sit on the committee is a good way to ensure that the committee receives regular financial statements, and can closely monitor income and expenses. The board treasurer can provide valuable insight and answer questions relating to the budget and financial history of the organization. And, besides, everyone needs a good numbers guy!

5. The Development Director or Executive Director

As a best practice, the development committee should be chaired by a board member. However, the chief development officer or executive director (or in some cases both) should be a key member of the development committee. Not only do they ensure the committee has access to necessary internal reports, but it is ultimately their responsibility to implement the development plan with support and guidance from the committee.

The success of a nonprofit hinges on several factors. Expenses must be managed. Staff must be able to work effectively and promote the organization’s mission. And you need the right board of directors that can provide more than just financial support.

Choosing the right board members is crucial to the viability of the organization. Perform a thought exercise and image if you could pick any public figure or business executive for your board. How would you select that person? Beyond just their financial potential, what type of person comes to mind? A titan of the tech industry that is a leader in innovation and promotes sustainability? A veteran executive with thousands of contacts within business and politics that can prove invaluable for your organization’s growth? Think broader than these types of characterizations and consider what type of person is ideally suited to be a director.

Choosing a short-term solution in the form of a deep-pocketed but disinterested director won’t pay large dividends down the road. You want to recruit board members that truly embrace your message and can effectively pair that enthusiasm with their multiple layers of personal connections.

The trick is knowing what to look out for when building the best long-term board. Here are four tips for spotting these individuals who are connected and effective:

Thought Leader Status

“Thought leader” is a term applied to nearly every senior executive and business owner, but what does it truly mean? To determine if the person is a go-to person in their space, you have to look beyond their company bio. Is your director prospect frequently quoted in the news regarding their industry opinion? Are they speaking at the top conferences and receiving recognition for their work? Talk to other top people in the industry to gauge your prospect’s standing. Are they well-respected due to accomplishments and knowledge, or are they using blustery self-promotion? You want a subject matter expert and a strategic thinker that you can turn to when challenges present themselves.

Social Network Reach

It’s 2017, which means social connections matter, not just the “Rolodex”. Does your prospect engage with other individuals via social networks? Do they have a following of people that want insights and a glimpse into the prospect’s persona? All of these peers and friends can be later leveraged as connections, giving your organization a massive reach to contributors and potential donors.

Relevant Nonprofit Experience

If you have a donor in mind based on their prior giving, were they also involved in the nonprofit in some manner? Previous board members or those that have led partnerships are good candidates because they understand how to fundraise and how to generate support for nonprofit missions. Prior experience also means they already have nonprofit connections, whether it’s with other organizations or a donor network. You certainly shouldn’t discount an interested board member who brings money and connections to the table, but it is helpful if they have a clear understanding of the peculiarities and subtleties of the nonprofit landscape.

The Intangible

Judging the “passion” of an individual is difficult, but not impossible. Do your research about potential directors to see if your interests align. For example, are they a CEO of a firm that strives for maximum sustainability, which would tie-in nicely with your organization’s environmental and recycling mission? Did they previously do a stint in the Peace Corps in South America? How does that relate to your goals and the mindset you need for a new director? This research takes time, but thankfully there are technology tools out there that are helping nonprofits to see not only the giving patterns of individuals, but also their “relationship capital” in terms of how connected they are with the people that get things done.

Managing a nonprofit is challenging enough, and can be downright impossible with a set of disinterested directors in place. While of course you need board members that can contribute financially and provide introductions to other philanthropically-minded individuals, it’s also vital for directors to possess certain traits. Selectively reviewing prospects for these traits and for their expansive network of connections will ease some of the burdens of nonprofit management by providing your organization with incoming donations and trusted strategic partners.