Do you have a board profile matrix? Good! Now throw it out.
Harsh? Maybe. Necessary? You decide.
Where did you get that matrix? Was it found somewhere in a template? Maybe it came from someone else’s board; it looked good, so you adopted it. Maybe it’s a legacy matrix that has been handed down for the last 10 years by the Governance Committee (or Executive Committee, or Nominating Committee).
The problem is,
If you didn’t develop that matrix AFTER you decided what you want to be doing in the next 5 years, there’s a chance your board won’t match your ambitions.
First, decide what you’re doing. Then figure out what passions, skills, attributes, connections, experiences need to be present on your board to make it possible to do it. THEN evaluate your current board against those attributes.
Otherwise, you may be using five year old hardware to run state-of-the-art software. And we know how well that works.
Planning your future includes planning what you need to create that future. Let me know if you want to talk about planning. Happy to have that conversation, or facilitate your group discussing its future.
credit: John Quidor
In Washington Irving’s story of Rip Van Winkle, old Rip goes off hunting to the mountains, encounters supernatural beings, drinks of their keg of brew, and falls asleep. Upon awakening, he returns home, only to find that 20 years have passed and the country is no longer beholden to King George III but is instead a republic with George Washington at the helm.
Imagine yourself, 20 years from now, returning to the nonprofit of which you are a part. Would you recognize it? Is the mission the same? Are its values the same? Would you still want to support it?
Organizations review their missions regularly; that’s a good thing. Nonprofits must evolve over time or risk irrelevance. But there is a difference between evolving to better serve the greater vision and doing a complete about-face on what that greater vision is.
This is the imperative of board recruitment:
Do your new directors aspire to the original vision of the institution?
If not, the organization may, in the words of Nonprofit Quarterly, be hijacked.
Consider the American Bible Society, which moved from a nonsectarian mission to distribute bibles to one that overtly espouses an evangelical point of view. As Ruth McCambridge relates, the move has been gradual, but appears caused by having individuals with a particular point of view on the board. These individuals in turn recruited like-minded other directors, until board level decisions began reflecting their particular view, affecting all their programs and policies.
This very clear example is a cautionary tale.
Whom your board recruits today affects what your organization looks like 20 years from now.
Each successive board moves the institution forward, and the tiny shifts build up over time.
Diversity of viewpoints keep the organization from shifting too far in one direction or another. The vibrant discussions that diversity leads to is one factor in ensuring that each decision is thoroughly examined.
Diversity of experience, viewpoints, skills and aptitudes keeps organizations relevant. It’s also a way to keep the vision front and center.
Recruitment is a fiduciary responsibility and a crucial investment in your future.
Sign up here for other hints about building a great board, or balancing growth and caution. Or if you want a no-obligation conversation about board relations, let me know.
“A committee is a group of people who individually can do nothing, but who, as a group, can meet and decide that nothing can be done.” Fred Allen
“A committee is a group that keeps minutes and loses hours.” Milton Berle
Then there’s this rubber stamp I was given, that said,
“Great idea! Assign a committee to foul it up!”
There is an image of nonprofit board committees as the place where ideas go to die a slow and lingering death; where process overcomes inspiration; where group-think strangles innovation.
But if you’re running an organization, it’s really hard to get anything done if you can’t segment off a group of people to work on specific jobs. How do you get people to work on these jobs? You invite them. Nicely.
The problem with committees is that word: “commit”.
That’s especially true in today’s society. Sometimes I feel so rushed and overwhelmed, that the thought of taking on another commitment sends me screaming in the other direction –Noooooo!!!!! You mean, I have to come to meetings and be obligated for two whole years???
But if someone said to me, “Hey, Janay has this great idea; Jim and I are going to help her make it happen. Can you join us?” my answer is probably going to at least lead to a query for more information.
Asking someone to join the Finance Committee might be deadly. Asking someone to help figure out the best way to maximize the dollars we have available for our mission…? Well, that’s intriguing.
Being offered an idea for engaging new supporters and telling them to give the idea to a committee is disheartening. Being asked to explore the idea with others and generate ways to make it work is an invitation.
Committees aren’t inherently bad. It’s how we ask people to serve that creates the deadly atmosphere surrounding them.
Invite people to MAKE THINGS HAPPEN.
Let’s change the conversation.
This is based on a January 2014 post. It bears repeating!
For more ideas for inspiring boards, sign up at The Detwiler Group. Or contact me for a no-obligation conversation.
Face it. People don’t always do what they’ve promised to do.
They mean it when they promise. They believe in the cause, and they truly believe they will accomplish the task they’ve agreed to do. Board members and program volunteers alike. They’re committed. They know it’s important.
So why don’t they actually do it?!?!
Life gets in the way. Your volunteers and board members don’t eat, sleep and breathe your mission the way your staff does. Their time frame is different from yours. Boards meet monthly or quarterly. If you’re the CEO, you’re on a daily time frame. Your board members eat sleep and breathe their own work.
So as CEOs and senior staff we rant, vent and resent that our board members need to be reminded about their reports (aren’t they grownups??) and we sigh in exasperation that our trustees haven’t made their friendraising calls (don’t they know how important this is???).
Actually, they do know how important it is. And they feel badly when they don’t follow through. But their urgent takes precedence over your necessary. No matter what the level of volunteer, our cause is just one aspect of their lives.
What’s a board president (or executive director) to do?
That’s a great question. Why don’t you ask them?
Janice, I know plan to get the board reports online a week before the next board meeting. What will it make it possible for you to do that? What do you need?
DeShon, I really appreciate your commitment to make 4 friendraising calls each week. What will make it possible for you to do that? What do you need from us?
For every end result we want, some things have to happen first. Sometimes we have to set the stage. Our volunteers may not be thinking that way. The questions:
“What will make it possible for you to do that?” and
“What do you need?”
starts the mind thinking of what those necessary things are. They may say something like, “remind me on Wednesday.” Or, “can you give me some actual words to say on the call?” Or “actually, this isn’t a great week for me, but can you sit with me on Saturday and help make those first calls?”
Whatever it is, it’s a lot more productive than ranting, and you and they have a path forward.
Now you can think about what to do with that extra energy.
Click here to receive more tips and thoughts on board relations, planning and nonprofit management; or get in touch for a no-obligation conversation about how you can improve your board meetings.
Does your staff know what the board does? Really?
In conversations with emerging professionals, I find they often haven’t a clue what the point of a board is. Frankly, I sometimes get that question from Executive Directors, too [but that’s a whole ‘nother issue].
Passionate people working for you.
Right now, I want to talk about the staff. The young professionals. The people you rely on at the front lines to deliver your mission.
Most of them care about the mission. They care about why you exist. Many of them care deeply and passionately. It’s not just a job. Unfortunately, they often lack a big picture of the entire organization as a unified entity, supported by the volunteer board of directors.
They don’t see how they fit into the scheme of the whole organization. Looking upwards, their view often stops at the program manager, director, vice president, or perhaps the executive director level. They don’t even see the board. If they do see the board, its purpose is hazy.
Worse, that view of the board is often negative.
How do you portray the board to your staff? How often do you say things like,
- “The board said we have to do it this way.”
- “We can’t afford it because the board didn’t approve the budget.”
- “The board retreat is coming up and we have to make sure our presentations are perfect.”
What messages do these statements deliver?
The board is demanding,
doesn’t understand their realities
and is only worried about dollars.
Even if staff members can parrot back the purpose of a board, do they understand the ramifications and significance for their work?
What would be different if the staff knew that board members care as much as they do about the mission? That the board makes decisions with the future in mind?
What would be different if the board was transparent in why certain decisions are made? Not because you don’t have the funding, but because the funding is supporting the mission in other ways.
What would be different if staff understood that board members were doing their damnedest to make sure they had the resources to do great things?
Five ways to start building a better view.
- Reframe how you speak about board decisions. Instead of blaming the board for unpopular decisions, or acting like popular decisions are a surprise success, put the decisions into context, including the considerations taken into account.
- Introduce individual board members to the staff. Give staff members an opportunity to meet and get to know the board as a collection of individuals, rather than a monolithic, enigmatic entity.
- Include information about the board in employee orientations. Integrate the board into the organization chart, with information about its purpose – not just as the last resort for employee grievances.
- Invite staff members to sit in on open board meetings. Board meetings are frequently open, but staff may not believe they would be welcome. Even if employees don’t attend, the fact of the invitation is an indicator of welcome.
- Consider mentorships between board members and staff. While young employees are frequently mentored by senior employees, board members often have special skills they may be willing to impart.
Each contact between board and staff builds a greater rapport, and a greater respect on each side.
Its a simple start to a new year of building the trust needed for accepting and working with hard decisions and new opportunities.
May 2018 be a year of harmony, respect and trust!
(Image Credit: Wikimedia Commons)
It happens all the time, especially when a board is transitioning from a working board to a governing board. The organization grows. It gets more complicated. Board members used to being involved in everything have trouble releasing the details and focusing on the bigger picture.
If the role of the board is to focus on mission and not minutiae, what will make that possible?
What will make it possible to pay special attention to the financial oversight role? Staying informed is important, but the specifics of watching the checkbook and investments; researching where funds should be invested; and drafting financial policies are not everyone’s forté. The specific, detailed work that goes into reviewing the current financials, the research, and the drafting are more easily done by a smaller group of people with financial literacy.
What will make it possible to completely revamp your community relations? Each board member has a role to play in advocacy and public relations, but developing the plan takes expertise. Identifying opportunities for board participation, PR outlets, messaging, advocacy timeline are more easily accomplished by a smaller group of people with community relations and advocacy experience.
Far from removing responsibility from the board, committees are vehicles for building the board by:
- Engaging board members more closely in important work that intimately and explicitly uses their expertise. Why did Carlos come on the board in the first place? What’s his passion and talent? Let him loose!
- Creating opportunities for recruiting strong board members, who have an interest in the organization and now have experience with the organization. Not sure if Jenna is a good fit? Invite her to help on a committee! After working together, she can decide whether she wants to be more involved, and you can see if she’d do well on the board.
- Strengthening the board knowledge base by bringing in individuals who don’t want board service but who want to offer their expertise. Is Shenay an HR lawyer with a heavy travel schedule? A board position may not fit her life right now, but she may be happy to provide guidance on a committee.
- Bolstering long-term engagement and retaining institutional memory and by including board members rotating off the board. Did Max roll off the board after two full terms? It’s a shame to lose his passion and his relationships. Is he a good fit for the community relations committee?
- Enhancing staff – board interactions. Board members typically have little direct experience with staff. But Board member Howard and program director Lisette together research what it will take to develop the metrics they need.
- Streamlining board meetings so the full board can focus on strategy and direction instead of minutiae. With functioning committees, Maureen can chair the board meetings knowing that the background research on the strategic issues has been done. There are people at the table who can answer relevant questions, and the full board can spend time on discussing the implications.
Engage board members, staff and passionate newcomers on committees that use their talents and interests. It’s a pathway to a more engaged and strategic board.
Now…and in the future.