Meeting an Expectation of Delight

How’s your Board experience?

Should you delight your board?  Should you not? Is this even a question you ever contemplated?

“Stop Trying to Delight Your Customers”*  and “The Secret to Delighting Customers”*

were both published by Harvard Business Review:  the first in 2010; the second in 2013. Very different titles, but very similar premises.  A satisfied customer is one whose whole experience is satisfactory. Not just a single episode of customer service; or a single phone call experience. It is the gestalt of the experience with the company that either keeps a customer loyal, or sends her away.

The same is true for Board experience. Have you seamlessly delivered what you promised your Directors or Trustees when they first joined the board?

Did you set out Board expectations before they accepted a Board position? Are you holding them to it?

Did you promise to keep them regularly informed? Are you delivering?

Did they expect to have meaningful, generative discussions about the future of your organizations? Are you creating an atmosphere so that can happen?

Were they passionate about your cause when they joined? Are you feeding that passion?

Did you tell them you needed their wisdom and insight to plan for the future? Are you actually using that talent?

In the course of two, four, six years of board service, there are bound to be times when a trustee’s experience on a board will be less than satisfactory.  There are going to be times when finances are tight, or a capital campaign stalls, or an Executive Director leaves, or there are obnoxious people taking up board space (no, never!). But overall, have you made their Board experience worth their time and talent?

The nonprofit world focuses on the competition for dollars. But the competition for good Directors and Trustees is also fierce. Good board members ask hard questions before they join your board, and will hold you to the answers. But they’re worth their weight in gold, because with an engaged, passionate, knowledgeable board, you can aspire to higher heights.

But they’ll only stay if their Board experience keeps them coming back for more.

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*Read “Stop Trying to Delight Your Customers” 

**Read “The Secret to Delighting Customers”

Are You Collecting Tokens

One of the Standards for Excellence states that

“Board membership should reflect the diversity of the communities served by the organization.”

But what does diverse mean?  In the early days of affirmative action, there was a water cooler joke that to get hired you needed to be able to check off certain boxes – black, Hispanic, female, with an Asian surname. The more boxes you could check off, the more likely your resume would be read.coins

Wow, is that dated! Not to mention extremely offensive! That’s not diversity, that’s tokenism.

Instead, look at what a Board Source white paper Does Board Size Really Matter says about diversity versus inclusivity.

Increasing diversity in itself cannot be the ultimate goal. The goal must start by understanding the power of difference — searching for the perfect mixture of attributes, using what individuals have to offer, negotiating for the best solution. Being inclusive of diverse opinions and approaches is the solid foundation when building diversity.

Of course, every organization is different, so mandating a list of skills, attributes and perspectives isn’t possible. Instead, what do you need from your board in the way of passion, viewpoints, talent, skills, and contacts?

Only after you’ve figured this out, should you go out and engage prospective board members of all kinds. Board members who are collectively inclusive of a diverse constituency will be your best defense against stodgy ‘been there, done that’ mentality.

But merely checking off boxes doesn’t do it.

If you’d like more information about Standards for Excellence, let me know. Click here for more info!

Where are you now?

Where are you now?

Before 1973, no one ever asked where are you? when they reached you on the phone. Of course they knew where you were. You were within 3 feet of the telephone they had dialed (now that’s an anachronism!). Thirty years later, times have changed. Today, because of mobile phones, one of the first things we ask when we reach someone is, where are you?retro telephone detwiler mission standards for excellence governance

Where are you? An innocuous casual question that turns quite profound when you ask it of your organization. If, in 30 years, the world has changed so we call individuals instead of a place, has your nonprofit kept pace? Do you still ask your constituents to come to your location, or do your meet them where they are? Have your programs evolved to meet the new mobility of society? Has your mission changed?

Society’s rate of change has accelerated. When was the last time your board of directors evaluated whether your programs are still relevant, much less whether your mission is? Once every 10 years isn’t enough (and maybe it never was). But certainly  never shouldn’t be the answer.

In fact, maybe now is when you should ask, where are you?