Board Life Matters is a national sounding board designed to inspire and engage the next generation in nonprofit board service.
David Styers
Did you have the opportunity to major in nonprofit board governance in college (of course not!), or even take any classes in nonprofit management (likely not)? Thus, most people come to board service with limited, if any, governance experience or formal training to be a successful board member. Yet, being a board member is the most important volunteer position in any nonprofit.
So, what does it take to be a really smart and effective leader on a nonprofit board in today’s world? First is understanding that as a board member you are part of a team that never practices. There are no dress rehearsals, no scrimmage matches before the board meeting. Second, in addition to learning about the organization itself, you must also be knowledgeable about the environmental shifts and forces that boards have to address to ensure their organizations’ sustainability.
Finally, every board member must pledge to be fully engaged, in constructive partnership with the chief executive, to truly achieve governance as leadership. Ideally, all board members should annually sign a board member agreement detailing their duties and responsibilities. Four key qualities of an individual board member are to be
As you look over that list of key qualities, identify what you need to do to help transform yourself to lead the governance of your organization. You’ll be well on your way to becoming a great board member. The future of your organization depends upon it.
I want to confirm and encourage all to be very much aware of what David says here. Note I separate, and then add to it why, his key phrase to draw attention to the key elements on their own accord:
1. “….every board member must pledge to be fully engaged…” – the fiduciary responsibility in being a board member, first and foremost.
2. “….in constructive partnership with the chief executive….” – the board cannot run the nonprofit, it is oversight and guidance, ED executes and manages – model has to be collaborative in the execution element.
3. “…to truly achieve governance as leadership.” – Again, back to the fiduciary role of a board, define, establish, monitor and enforce the governance structure of the nonprofit.
Further how many of you truly do this – “…board members should annually sign a board member agreement detailing their duties and responsibilities”? If you do, do you review it quarterly to assure you ARE sticking to your duties and if needed modifying this actual board document as needed?
Very accurately stated and must be sought in each board candidate and affirmed by the nomination/selection committee before putting the name of a single prospective new board member on a slate for election:
Four key qualities of an individual board member are to be
1. “emotionally” passionate about the mission
2. “physically” active and engaged
3. “cognitively” informed and strategic about programs and services
4. “spiritually” committed to promoting and safeguarding the organization.
If the prospective board member does not exemplify these, do NOT make them a member just to make friends and influence people (aka a source for donations).
We are past the days of the way nonprofit boards were filled and governed even five years ago. A saying I use “…it is no longer your father’s nonprofit board….” – The rules have changed and more scrutiny (a lot more!) from even your prospective donors and especially grantors is taking place due to SOX and other elements of failure to properly govern.