If you’re in the process of planning a retreat, don’t settle! It’s possible to put together an amazing day that’s engaging, meaningful, memorable, and fun. All it takes is a little planning and ingenuity. Use the following checklist to make sure you have all the essential elements in place to ensure the boad development retreat is a resounding success. 

1. Find an inspiring venue

If you operate a hunger relief organization, hosting a retreat where you serve food could provide inspiring reminders of why everyone is passionate about the mission. But offsite venues can be powerful too. They can provide beautiful and neutral settings: a retreat center with lake views, a boutique hotel with city views, or a country club. Look for a venue that’s roomy with windows and has additional space for small group work. If the venue has outdoor access for team-building exercises, group work, and breaks, that’s even better. Budget is always a factor, so tap into your board; they might have a connection to secure the perfect spot. 

2. Prepare the board

The last thing you want to do at a retreat is spend half the time reading and reviewing material. Boring! The best board retreats prepare board members before the retreat. Depending on the nature of the retreat, board members may be required to take a survey, review material, complete worksheets, read books, and participate in interview calls. They should know in advance the theme and purpose of the retreat, including the agenda, and should be told—in detail—how to prepare for the retreat so everyone is clear about the purpose of the retreat and the outcomes it hopes to achieve.

3. Unify your nonprofit board

Division and discord are surefire ways to squelch the productivity of a board. A healthy board should be diverse (people, experience, background, thought), but it should also be unified so it can work collectively to effectively fulfill its obligations and propel the organization’s mission. The root of a unified board is its culture, so the best board retreats address the fundamental culture questions, “What should it mean to be part of this board?” and “How should our culture be manifested in board behavior and contributions?” Culture is one of the most important issues to address at a retreat because board culture establishes the ethos of how and why a board operates. Everything stems from this.

4. Include key staff

It’s a “board” retreat, so why include staff? Key staff, those with supervisory roles, are essential cornerstones that help keep an organization running smoothly. They often have relationships with board members and many make frequent presentations at board meetings. Include key staff at your retreat because they can provide invaluable insights about important operational issues that most board members can only guess at—programming, human resources, volunteers, operations, facilities, etc. But most importantly, staff participation can help unite the board and staff, and increase the organization’s overall impact.

5. Address the elephants

The best board retreats have the courage to address uncomfortable issues facing the board. Topics such as engagement, fundraising, responsibilities, and performance are often brushed aside at retreats because they ignite emotional flare-ups. But a retreat isn’t about beating down a board with its troubles; it’s about inspiring and motivating a board to be more effective. The best facilitators will address these issues in a sensitive, thoughtful, and helpful manner so the board can snip the ropes that tie these touchy anchors. They will also send out a pre-retreat survey to solicit thoughts and feelings about uncomfortable issues.

6. Discuss fundraising

Let’s face it, the majority of board members loathe fundraising. And for good reason, most stink at it. And if a board member isn’t good at asking people for money, then you risk getting no money, less money, or upsetting donors. Not good. However, fundraising is a primary responsibility for most board members so how do you iron out the tension in this dichotomy?

The best board retreats find ways to uncover their board members’ personal strengths and interests to engage them in the fundraising efforts of the organization. Some members may be great speakers and can make presentations at corporations and civic functions. Some may be great hosts and could throw fundraising parties. Some may have influential connections to potential supporters. And yes, some may be “closers” and enjoy asking people for money (rare, but loved!). Come up with exercises and forms that allow board members to choose ways that will excite and motivate them to support your fundraising efforts.

7. Hire an experienced facilitator

Bringing in an outside facilitator can crack the humdrum atmosphere often found at board meetings, where the same people tend to lead and dominate conversation and the same baggage and drama deaden the mood. The best facilitators are objective, providing a fresh vibe for the day with new insights and perspectives. When scouting, look for someone with credibility and a long history of working with nonprofits and managing boards. These facilitators can draw on their successes and failures to provide firsthand understanding, perspective, and advice on the issues you’re facing and concerns that pop during the day. They should also be inspiring to make the day high-impact, remarkable, and fun.

8. Learn institutional knowledge

All board members should be enthusiastic ambassadors of their organizations. This requires board members to be armed with a quiver of key facts, accomplishments, and information, yet most board members know far too little about such things. The best retreats design short, fun games that help board members learn important information about their organization. Have members pick a partner and practice reciting the mission. Play speed games to learn things like: the number of beneficiaries you serve, the size of your operating budget, and the percentage of funds that go to administration costs. Practice giving a brief overview of the programs you offer or a summary of your history. At the end of the exercise, pass out a sheet with all answers so members can take it home to study.

9. Practice telling stories

Another skill of being a good mission ambassador (and fundraiser) is the ability to tell stories. Sharing information about an organization will satisfy people’s rational questions, but what emotionally moves people to give money, inspire commitment, and incite action, are compelling stories. Set aside time at the retreat for board members to break into pairs or small groups to share their “personal connection” stories: how they got involved, why they got involved, and what is their favorite way of being involved. Then have them share an “impact story.” This type of story is about the work and impact they’ve seen at the organization. It may be a firsthand experience they had while volunteering, or maybe it’s an emotional story of a beneficiary who went through one of your programs.

10. Provide engagement opportunities

Many boards have “seat warmer” board members. These people pat themselves on the back and tell all their friends they sit on the board, but when it comes to helping, they’re nowhere to be found. When called out, they’re quick to say, “We’re volunteers” or “We’re a governing board” so we shouldn’t have to “work.” Phooey.

Today, the best boards, no matter how big the organization, do work. At the end of the retreat, pass out an “engagement form,” listing dozens of ways members can get involved and contribute to the work of the board and the organization. Break the lists into categories (fundraising, advocacy, volunteering, committees, other work, and skills you’re looking for). Collect the responses and assign a committee to oversee members’ commitments and see to it that they fulfill their commitments.

11. Work in small groups

The best board retreats spend lots of time having people work in pairs and small groups (occasionally switching pairs and groups). This structure deepens personal relationships and allows quieter people the opportunity to share opinions that might otherwise get muted in a large group setting. Most small group talk is dominated by one or two people. Therefore, encourage everyone at the retreat to ask at least one person in their small group the four-word conversation starter question, “What do you think?” This is a simple and effective technique to involve all people in the important discussions of the day.

12. Make time for personal connections

Studies show that the deeper and more authentic the relationships between board members, and between board members and key staff, the more cohesive and effective the entire group will be. There will also be less drama and more fun. This is why it’s imperative to carve out time at your retreat for people to make personal connections.

Besides small group work, have board members pair up with a different person every 30 minutes or so to share an answer to a fun question that can be answered in less than 30 seconds. For example, “What are your favorite interests or hobbies?” or “What food do you detest and why?” For laughs, have a few people share the unusual responses they heard from their partner.

13. Assign a notetaker and change champion

Board retreats can be a lot of fun, but the best board retreats achieve specific outcomes and impact. This is why it’s important to assign a notetaker who can track the retreat’s key takeaways and To-Dos. Most retreat facilitators complement this process by providing step-by-step instructions on ways to implement the outcomes from the day. This often includes a combination of tools such as a dashboard, an accountability process, and a variety of management templates. Yet, outcomes are meaningless unless they get implemented. Therefore, you’ll want to assign a person, team, or committee that is responsible for managing the outcomes of the day and see to it that the assigned work and tasks get completed.

14. Create a theme

You create themes for fundraising events because they establish mood and atmosphere. When hosting a board retreat, you don’t need to festoon the room with streamers and party favors (but some people do), but a good theme title and some exciting swag can set the tone and inspire a vision for the day. Think of a theme title that is aspirational. For example: “Impact Leadership: Ownership, Action, Results!”

15. Have fun!

Development retreats are powerful and meaningful, but they can also be FUN! Besides asking goofy “get-to-know-you” questions, plan two or three team-building exercises. There are hundreds on the web. Choose exercises that take 10 minutes or less and get people laughing and out of their comfort zone. Yes, get a little wild and crazy. If you do this, the day will fly by, no one will get tired, and everyone will be walking around with smiles saying, “What a great retreat!”

16. Serve light food

A surefire way to put people asleep at a retreat and dull everyone’s enthusiasm is to serve heavy food. Forget the eggs, bacon, and cinnamon rolls at breakfast, and the spaghetti and meatballs at lunch. Instead, serve yogurt, fruit, and small muffins for breakfast. For lunch, think tasty salads, soups, and small finger sandwiches. Use small plates. Serve water and diet drinks, and keep fatty snacks to a minimum. Offering light and nutritious food and beverages will ensure sharp minds and high energy throughout the day.

17. Keep the spirit alive

If you’ve hosted an outstanding retreat, those who attended will be fired up and ready to act. They will also feel a deep sense of connection with one another. To keep the momentum of your team spirit alive, it’s important to make time to celebrate your culture and achievements on a regular basis. At the retreat, create a game to brainstorm outings the board and key staff (or entire staff) can do to have fun and connect with each other. For example, you could host a barbecue, go bowling, attend a sporting event, or do a wine tasting. You may even want to include spouses/partners. It’s all about spending time together to smell the roses, nurture relationships, share experiences, and have fun.

Summary

The best board development retreat will unite and inspire a board and key staff. They are strategic, yet practical. They are fun, yet bold. But most importantly, a meaningful and memorable retreat will leave everyone feeling motivated, passionate, and committed to making the changes necessary to take your board to the next level of performance, engagement, and impact so your mission can soar!

Have you hosted a successful board development retreat? Let us know in the comments.

The post 17 Tips To Create An Outstanding Board Development Retreat appeared first on Bloomerang.

Step 1: Engage your board members by making it fun

If you currently follow “Robert’s Rules of Order” and feel your board meetings are just that— bored meetings—toss it out! No rule anywhere says you have to run your board meetings with stuffy parliamentary procedural pomp. For the record, Robert’s Rules of Order was written in 1876!

To put some pizzazz into your board meetings, here are 14 killer ways to engage your board members from Carol Weisman, President of Board Builders.com and author of Fundraising Superheroes:

1. Start your board meetings by sharing celebrations of what’s going well in your member’s personal, professional, or volunteer lives.
2. Use Photoshop to put your board members’ photos on a Wheaties box for your next annual meeting or board retreat. If you have a member with poor attendance and a really, really fabulous sense of humor, put their photo on a milk carton.
3. Instead of the traditional gavel, give a new board chair a conductor’s baton, magic wand, or magic lamp.
4. Before talking about fundraising, give every board member a 100 Grand or PayDay candy bar.
5. Get a funny award from a pawn shop—like an old bowling trophy—and pass it on to the board member who asks the best question.
6. Give a creative toy to celebrate outstanding service, like a stuffed roadrunner or the Energizer Bunny.
7. On your board roster, list hobbies that may provide an opportunity for other members to connect.
8. Give a “Life Saver Award” to the board member who jumps in to help at the last minute.
9. For your shining stars, present a certificate for one month of shoe-shines or a piece of jewelry with stars.
10. Provide a designated parking space for new board members or board members who’ve taken on extra responsibilities.
11. Buy and present the board member who’s always putting out fires a real firefighter’s hat. Present several different hats to the board member who wears many hats.
12. Create a “bright idea” award for the board members with the most innovative idea they’ve implemented.
13. Buy a toy sheriff’s badge for the development committee and deputize them as fundraisers.
14. Create a “Member of the Moment” award for behind-the-scenes leaders

Have you ever left a meeting and thought, “Jeez, that could have just been an email!” You shouldn’t feel like that after a board meeting. If your meetings are the same-old drone reading of reports by committee chairs, it’s time to change it up!

Here are five ways to kick up the fun factor on your board meetings:

1. Split into small groups to brainstorm/present.
2. Start with a fun icebreaker or thank-a-thon.
3. Invite a client, staff member, or board member to share a client story or testimonial.
4. Serve food.
5. Bring in guest speakers.

Step 2: Make it easy

If your board members aren’t engaged in fundraising, it may be because they don’t:

• Have any fundraising training, experience, or knowledge.
• Fully understand your revenue sources or how critical fundraising is to your organization’s financial health.
• Know what to say to a donor.

If that describes your board, take a step back to help them understand your revenue sources. Give them fundraising training at each board meeting and include it in your annual board retreat. Kick off each board meeting with goosebump stories about your mission and clients. Pick powerful stories they can’t wait to share with their friends and networks!

Another great way to make it easy for them is to ask them to invite you to be their guest at any professional or networking event or group. If you both wear your organization name tags, it sparks lots of conversations about board service and your mission and programs.

Step 3: Make it heartfelt and memorable

At the start of your next board meeting, invite your members to write down why they agreed to join the board and then share it. Why? That’s the elevator statement they can share with others.  

Another fun way to deepen board relationships and identify and recruit prospective board members is to host a Jeffersonian Dinner.

Jeffersonian dinners elevate the typical dinner experience into an unforgettable night of deep, meaningful connection. As Jeff Walker, who delivered a popular TED talk on the subject of Jeffersonian Dinners, explains, a small group discusses and explores a theme together, tapping into the wisdom of the room with ‘one mind’ conversation. Participants sit at one table and—unlike the typical dinner party—guests are encouraged not to engage in one-on-one conversations with their partners on either side. Instead, all conversation is directed to the entire group, as Thomas Jefferson, himself, ordained.

These discussions can result in deeper human connection, as attendees often share vulnerabilities and personal stories. When you help people create memories with one another, they’re more likely to help each other as colleagues and friends. The result is connections formed that last well beyond the shared meal and a conversation that lives on.

If planning and hosting a Jeffersonian Dinner is out of reach, here are 10 quick tips to motivate board members from The New Breed: Understanding and Equipping the 21st Century Volunteer:

1. Tap into their motivational drives

Get to know what makes each board member tick. Spend time learning about their passions, interests, and career goals. When you align their roles with what excites them, magic happens. For example, if someone loves community outreach, let them shine in public relations and engagement. When their work feels personal and meaningful, they’ll be more committed and energized.

2. Give them regular feedback

Feedback is the breakfast of champions! Schedule regular check-ins to discuss their contributions, celebrate successes, and provide constructive insights. This isn’t just about keeping them on track; it’s about making them feel valued and supported. When board members know you’re paying attention and care about their growth, their motivation soars.

3. Give rewards and recognition

Everyone loves a pat on the back. Implement a recognition program that celebrates your board members’ hard work. Think awards, certificates, or even small tokens of appreciation. Publicly acknowledge their achievements during meetings or in newsletters. Recognition not only motivates the individual but sets a positive, encouraging tone for the whole team.

4. Offer special privileges or incentives

Special perks can make board members feel extra valued. Offer them exclusive access to events, leadership development opportunities, or networking sessions with industry influencers. These incentives are powerful motivators, showing that their dedication is not just noticed but rewarded in meaningful ways.

5. Provide training

Investing in your board members’ professional development is a win-win. Offer workshops, seminars, and courses that enhance their skills and knowledge. This shows your commitment to their personal growth and equips them with the tools they need to make an even more significant impact. When they grow, so does your organization.

6. Give public affirmations

Shout it from the rooftops! During board meetings, publicly commend members for their contributions and achievements. Highlight specific actions and their impact on the organization. Public recognition boosts confidence, creates a culture of appreciation, and motivates everyone to strive for excellence.

7. Have fun with them

All work and no play? No way! Organize team-building activities, social events, and informal gatherings where board members can relax and bond. These fun moments build camaraderie, reduce stress, and make the board experience more enjoyable and fulfilling. A team that plays together stays together.

8. Thank their support network

Send a thank-you note or token gift to the folks who support your board members. Recognizing the people who cheer them on shows your appreciation and gratitude. This simple gesture fosters loyalty and commitment to your organization, making everyone feel valued and included.

9. Positive gossip (yes, brag to peers)

Spread the good word! Share positive stories and accomplishments about board members with their peers. Mention their contributions in conversations with other leaders or during public events. This positive gossip not only boosts morale but also builds credibility and influence within and beyond the organization.

10. Make yourself available

Accessibility is key. Make sure your board members know they can reach out to you at any time with questions, concerns, or ideas. Respond quickly and provide the support they need. Your availability shows you value their time and input and are committed to their success, fostering trust and partnership.

By implementing these strategies, you’ll engage your board members and ignite their influence, leading to a more dynamic and effective governance team. Remember, a motivated board is a powerful force for good!

Do you have a favorite way to engage your board members? Drop it in the comments below!  

The post Strategies For Nonprofit Empowerment appeared first on Bloomerang.

But are your board members ‘out there’ advocating for your cause? Or are they hovering ‘inside,’ focusing on internal items like day-to-day operations, finance, or programs?

How can you develop a board of advocates who connect with and champion your mission? First, clearly explain the role of advocacy during the recruitment process and address and eliminate any misunderstandings. Then, give them easy ways to engage in advocacy.

What is advocacy, and why it matters

You have a big, bold vision to better the world with your nonprofit—whether you’re developing programs and influencing policies around education, social justice, human rights, or animal rights.

To make your vision a reality, you must advocate. Advocacy sparks public awareness, debate, and progress on the most important issues facing our society and impacting your charity. It’s a critical way to connect policymakers with the ideas that move our country (and your nonprofit) forward.

Advocacy covers a range of activities for nonprofits and includes much more than just legislative lobbying.

According to the Alliance for Justice, “Advocacy is any action that speaks in favor of, recommends, argues for a cause, supports or defends, or pleads on behalf of others.” It includes public education, regulatory work, litigation, and work before administrative bodies, lobbying, nonpartisan voter registration, nonpartisan voter education, and more.

Advocacy vs lobbying: clearing up common misconceptions

If you have a board member who thinks it’s inappropriate or illegal for a nonprofit to engage in advocacy, you need to clear up that misconception. As a nonprofit, you have quite a bit of flexibility to advocate for (or against) decisions by others that could advance (or hurt) your mission.

Nonprofits count on board members to engage with people in positions to influence public opinion and decision-making that can enable your nonprofit to do its work better. Those people could be government officials, business leaders, the media, or other leaders in the charitable sector.

The importance of advocacy for nonprofit success

In 2011, Habitat for Humanity affiliates in California discovered what could happen without advocates. The state dissolved its redevelopment agencies, which meant that when policy issues related to housing arose, Habitat had no seat at the table and no one to advocate for their work. Luckily, it organized a Habitat for Humanity in California with a board of all-local Habitat affiliates who can advocate for housing with the state.

Learn more inspiring stories of advocacy in action at standforyourmission.org

Real-world examples of effective nonprofit board advocacy

Advocacy can take many forms, depending on the needs and goals of your nonprofit. Here are some examples:

• A sustainable food nonprofit asking the community’s zoning board for permission to hold a farmer’s market in an underserved neighborhood or requesting a parking variance to enable a meal truck to serve homeless people in a park
• An education nonprofit arranging a meeting with an elected official to educate them about the value of a program that empowers girls in STEM to improve graduation rates, boost the odds of their pursuing higher education and enhance job readiness.
• A youth services nonprofit working with government agencies to use a public building for a youth program.

How to integrate advocacy into board member recruitment

You wouldn’t take on a brand new job without ever seeing a job description, would you? Sadly, this happens all the time with board service. Many nonprofits have vague board job descriptions and board agreements, or none at all. Don’t let this be you! Set yourself and your board up for success with a well-written board agreement that offers multiple robust options for how they can serve as an ambassador and advocate for the mission.

Simple and effective actions to help board members be advocates

Nonprofit board advocacy comes in all colors, shapes, and sizes.

It can start simply by talking with a friend about why they care so much about your organization’s mission, attending events or meetings where your nonprofit should be visible, or making key connections with influential leaders within their networks.

Serving as a strong advocate means making the most of personal networks and influence to reach decision-makers and being an influential voice in conversations with those decision-makers.

Invite your board to participate in these easy and impactful ways to advocate for your mission:

• Host behind-the-scenes tours. Encourage your board to organize and bring interested friends, acquaintances, stakeholders, decision-makers, and elected officials for a behind-the-scenes tour of your facility, programs, or services. This firsthand look can foster a deeper understanding and support for your work.
• Arrange informative presentations. Suggest that board members invite key individuals to hear a presentation by your staff or an outside expert. This can inform and engage them on the critical issues your organization addresses and the impact of your programs.
• Leverage social networks. Encourage your board to use their social networks to share information about your organization or specific issues you’re tackling. Sharing this with their networks of friends, acquaintances, stakeholders, decision-makers, and elected officials can significantly raise awareness and support for your initiatives.
• Introduce key speakers. Ask your board to identify and create opportunities for your Executive Director or Development Director to speak at events, meetings, or forums. Their expertise and passion can inspire and mobilize new supporters.
• Collaborate with community allies. Motivate your board to join forces with local community groups, businesses, and other nonprofits. Working together can amplify your advocacy efforts and extend your reach.
• Engage donors in legislative advocacy. Prompt your board to convene small groups of donors to explore and leverage their legislative relationships. This can open doors to new advocacy opportunities and strengthen influence on relevant policies.

Your board members are the bridge between your nonprofit and its wider community. When you actively engage your board in advocacy, they can amplify your mission and drive meaningful change. By encouraging and equipping your board to be strong advocates, you ensure they’re not just participants but powerful champions of your cause. Remember—anyone with a passion for your mission and a voice has what it takes to be an effective advocate.

Start today by asking your board members the question: Who can I talk to today to advance our mission?

I’d love to hear your thoughts and experiences on building nonprofit board advocacy. How has advocacy made a difference for your organization? Share your stories and suggestions in the comments below!

The post How To Build An Advocacy-Driven Nonprofit Board appeared first on Bloomerang.

That, combined with relentless fundraising pressure, can cause burnout and turnover.

So, what’s an Executive Director (ED) to do?

There’s a lot that goes into building and managing a healthy board of directors but it starts with the Executive Director.

Understanding the qualities needed for great board leadership

To recruit, onboard, and lead a high-functioning board of directors the Executive Director needs key qualities like confidence, maturity, integrity, compassion, vision, charisma, and gratitude.

Confidence may be the most important quality because if an ED seeks excessive input from a board to make key decisions they should be making on their own—like hiring staff—they can seal their fate and forever be treated by their board as subservient.

Being a great ED and leader to your nonprofit board also requires the maturity to know when and how to pick your battles. It’s critical that an ED handle all interactions with fairness and respect—treating people equally, respecting privacy, and acknowledging mistakes. It takes a lot of heart to work in the nonprofit profession and a healthy dose of compassion on the part of the ED can boost morale and create a positive and supportive environment. Their vision must be inspiring to attract and keep board members engaged in fulfilling the mission. It takes a healthy dose of charisma to influence and motivate others. Finally, one of the most important qualities a great Executive Director must have is gratitude. They must set the example by expressing genuine appreciation for the generosity of donors, volunteers—including board members—and the contributions of staff.

On top of these key qualities, the Executive Director needs something else—and that is to embrace the role fundraising plays in fulfilling the mission. Naturally, fundraising works infinitely better when everyone sees the value of philanthropy, but an ED who doesn’t value, respect, or enthusiastically engage in fundraising isn’t setting any kind of a positive role model for the board (or staff). Why would a board engage in fundraising if its highest-ranking leader does not?

Now that we’ve covered all the qualities that make for a great Executive Director primed to lead a board, there are two processes they must follow to get high-performing board members and set them up for success.

Recruiting an effective board

Having a thriving board of directors starts with recruitment. A great board and a great ED are recruiting all the time, which means being board-aware with donors and having a well-run board-nominating (or governance) committee. Networking and social platforms are great ways to discover and engage prospective candidates from the professional and personal connections of both board and staff members. I recommend you ‘try before you buy’ and invite interested prospective board members to serve on an ad hoc committee. If a mover and shaker in your community declines your invitation because of their current board commitments, ask them to consider joining after their current term ends and steward them until they can join.

During recruitment you need to be crystal clear about the expectations of service, especially around fundraising! I like the approach my friend Andy Robinson suggests in his book, What Every Board Member Needs to Know, Do, and Avoid, which is to frame these expectations by clarifying what will be asked of them and simultaneously, how they will be supported.

For example, we ask that you provide a positive fundraising attitude, your skills, time, and effort, and that you give generously to us while you serve on the board. In return, you can expect training and support to be effective and choices in how you give.

Some sample recruitment questions to learn more about potential candidates can include:

• What interests you about our organization?
• What do you think are the characteristics of a great board member?
• Part of board service is fundraising. Can you tell me more about your experiences with fundraising?
• What skills, connections, resources, and expertise are you willing to offer or use on behalf of the organization?
• What motivates you?
• While you serve on our board, will you make us one of your top three philanthropic commitments?

Need a little more help with recruitment? Download my five-step guide to recruiting board members and 10 questions to ask a prospective board member

Creating a stellar onboarding experience for new board members

Here are five things you can do to ensure success for your new board members:

1. A robust board orientation—which includes the presence of your board chair—where you explain the board role and attributes of a great board member, and where you provide a tour, job description, and board manual.
2. A warm board welcome at the board meeting where they can get to know other board members.
3. Assign a board “buddy.” Ideally, this is the board member you’d most like to clone! They can help your new board member get up to speed and set expectations for service.
4. Three-, six-, and nine-month check-ins. It’s standard practice to schedule regular check-ins for new hires; why not do the same for new board members? It’s a great way to ensure they feel supported and know what’s expected of them.
5. Check in after the first term to invite for a second, or thank and release them for their board service. Too many boards lack term limits—or if they have them, limits aren’t enforced. Checking in before they move on to another term is critical to make sure you’re both a perfect fit.

Every board meeting should include a philanthropic activity or element of fundraising training, like calling to thank donors, outlining the sources of your revenue, or sharing ‘goosebump’ stories from the front lines about how donors make a difference.

Bringing it all together: Ensuring board excellence

Navigating nonprofit board management is both an art and a science. It takes more than dogged determination; it requires a spark of charisma and a solid backbone of integrity. An Executive Director needs to shine in these roles if they want a board that doesn’t just function but flourishes. By strategically recruiting and investing in thoughtful onboarding, a great ED can transform board members into fierce and loyal advocates for the mission.

Remember—recruiting, onboarding, and leading a board is a marathon, not a sprint!

This sample board agreement can make it easier.

Is there anything in this recipe for board leadership we left out? Drop your feedback in the comments sections below, we’d love to hear from you!

The post From Inexperience To Impact: Recipe For Board Leadership appeared first on Bloomerang.

They might be new to nonprofit boards. Or even if they’ve served before, they might never have received training in fundraising, board governance, conflict management, or the nuances of hiring and managing an Executive Director. The challenges don’t stop there—how about handling successful leadership transitions? It’s a lot.

So, how does an Executive Director not only survive but thrive in this landscape?

I won’t sugarcoat it. Recruiting, training, and managing a board of directors may be some of the most challenging parts of an Executive Director’s job. I say that as a recovering ED myself. Even the most dedicated EDs can find themselves at odds with their boards—despite doing everything by the book.

Here’s my survival kit—seven strategies to help you thrive as an Executive Director:

1. Find your tribe. There’s no role quite as demanding or lonelier than an ED. The pressure is relentless, and the responsibility can be immense. Sometimes, you may feel like you’re navigating through uncharted waters alone. But remember, you’re not in this alone. Connect with other EDs on Facebook, LinkedIn, or your local Association of Fundraising Professionals chapter (AFP). Can’t find a group? Build your own!
2. Engage an executive or leadership coach. Look for an executive coach who specializes in nonprofit management and mediation. Their expertise in facilitation and running retreats can be invaluable, not just for you, but for evolving your board’s dynamics.
3. Take care of yourself first. Never underestimate the importance of self-care. If you don’t take good care of yourself, who will? You can’t pour from an empty cup; the world needs your talents. Take inspiration from my friend Beth Kanter’s book, The Happy Healthy Nonprofit, and integrate her self-care practices to start making self-care a priority.
4. Choose your battles wisely. Know when to engage and when to walk away. Every ED and fundraiser deserves a board that understands and respects the role of fundraising and its impact on fulfilling your mission. If your board doesn’t value fundraising, it may be time to consider transitioning to an organization with a thriving culture of philanthropy where your work is valued and you feel appreciated and supported.
5. Maintain an active network. Keep your resume polished and document your achievements. Maintain a personal file of your successes and endorsements from staff and donors to use on your resume or for references or recommendations. An active and up-to-date network is your safety net, ready whenever you need to make a move.
6. Explore conducting a board survey if you want to change the board you have.  Board surveys are a genius way to open up a runway for you to make the changes you want with your board. Since surveys are board-led, you can survey them on areas of weakness—for example, fundraising knowledge, board member engagement, strategic direction, or board member diversity—and report back that “We heard you loud and clear that we need to boost our board’s fluency in fundraising as well as prioritizing recruiting more diverse members and to do that we will…”
7. Consider hiring an outside expert to work with your board. As an ED, you can be recommending a major gift strategy for years, but the second the same recommendation comes from an outside consultant, your board suddenly hears it and is ready to act on it. If you can’t afford to hire outside expertise, consider recruiting a top-notch board member who embraces fundraising from another nonprofit to talk to your board about how their board participates in fundraising.

Great boards are no accident; they take a lot of hard work to build. Navigating board dynamics is no small feat for an ED, but with the right strategies and support, you can not only manage but excel in leading your organization and your board to greater heights.

Need help managing your board?  Grab a copy of Rachel’s eBook, Makeover My Board: How to Lead, Inspire, or Even Fire Your Board, with tips for transforming the board you have and giving “graceful exits” to those who may be underperforming.

The post Navigating the Boardroom: A Nonprofit Leader’s Guide appeared first on Bloomerang.

Step 1: Laying the groundwork for effective board recruitment

Before diving into the recruitment process, it’s essential to lay a strong foundation by thoroughly preparing your organization. Here’s a detailed breakdown of critical steps to prepare:

• Understand organizational goals and governance needs:
• Begin by peering into the core of your organization. What are your dreams? Your challenges? Align these with the potential board member profiles you want to attract. This isn’t about filling seats; it’s about enriching your organization’s culture and capabilities with new perspectives to support your mission and drive growth.
• Create clear board descriptions. Once you know what you need, craft clear board role descriptions that resonate and attract. Describe not just the roles but the impact these roles have. Make them feel like they’re about to join something big.
• Streamline the application process. Make it as smooth as a great conversation. Whether it’s online forms or direct meetings, let every step show that you value their time and interest. Of course, you’ll want to collect the basics—background, qualifications—but don’t forget to delve into their “why,” the reasons they’re looking into board service.
• Implement fair scoring and interview procedures. Set up interview processes that are as transparent as they are engaging. This is your chance to impress them as much as they need to impress you. Consider using scoring rubrics or structured interview protocols to standardize evaluations and minimize bias to keep things equitable.
• Welcome them aboard. Investing in an impressive onboarding program can turn enthusiasm into effectiveness. Equip your new board members with the knowledge, resources, and connections they need to succeed from day one. But don’t stop at day one. Offer continuous learning opportunities to deepen your board members’ understanding of nonprofit governance best practices and emerging trends.
• Implement a board portal for communication and organization. Adopt technologies that simplify collaboration and enhance communication, like board portals or other real-time tools. Make sure that working together is something everyone looks forward to.

By taking these preparatory steps, you’ll set the stage for a successful board recruitment process and lay the groundwork for building a high-performing board that drives your organization’s mission forward.

Step 2: Scout for talent

Once you’ve prepared your organization for the recruitment process, it’s time to identify and attract potential board members who align with your organization’s mission and needs. Here’s a detailed guide to executing the recruitment basics effectively:

• Expand your horizons. Dive into your personal and professional networks. Often, you’ll find the best candidates connected to someone you already know and trust. Reach out to colleagues, friends, mentors, and professional acquaintances—anyone you know who may have connections or recommendations for prospective board members.
• Engage with local organizations and associations. Reach out to regional associations and community groups, and attend networking events, workshops, and industry conferences to meet potential candidates and raise awareness about board opportunities within your organization. The more people know about your cause, the wider your net.
• Use board development programs. Board development programs are goldmines for finding dedicated individuals. Engage with these communities to find those who are already stepping up.
• Get candidates involved early. Engage promising candidates by inviting them to contribute as nonvoting members to committees or task forces. It’s an excellent way for both sides to test the waters without a total commitment.
• Communicate the expectations. Be upfront about what being on your board entails. Transparency builds trust and sets clear expectations.
• Keep the conversation going: Develop relationships with potential members through regular updates and check-ins. Show them that you value their potential contribution.

Using these recruitment basics will help you attract and engage top talent for your nonprofit board, ensuring a diverse, skilled, and committed team of leaders who can drive your organization’s mission forward with passion and purpose.

Step 3: Advanced board recruitment strategies

Elevate your board recruitment efforts with advanced strategies designed to identify and attract top talent who can bring valuable expertise, diverse perspectives, and a deep commitment to your organization’s mission. Here’s how to take your recruitment to the next level:

• Go digital with board matching: Use specialized services that match potential board members with opportunities like yours. Platforms like Korn Ferry, BoardSource, Cowen Partners, and Caldwell Partners offer sophisticated matching services to help you find the perfect fit for your board.
• Partner with the private sector: Many companies encourage their staff to engage in board services. Build partnerships that can enrich your board with diverse professional expertise.
• Start a board ambassador program. Let your current board members be your champions. They can open doors to new circles, enhancing the board’s diversity and dynamism. Provide training and resources to empower your board ambassadors to effectively communicate the value of board membership and attract high-caliber candidates who align with your organization’s values and goals.
• Host engaging events: Arrange meet-ups that let potential board members see your work in action. Make sure they’re memorable and informative by using these events as opportunities to build relationships, answer questions, and showcase the impact of board service on organizational outcomes.
• Link up with professional associations. Collaborate with professional associations, industry groups, and affinity networks relevant to your organization’s mission and sector. These platforms can connect you to professionals who are not just looking but are ready to serve.
• Celebrate diversity. Make the effort to make sure your board reflects a wide range of backgrounds and perspectives. Emphasize the importance of diverse perspectives in driving innovation, fostering inclusivity, and advancing equity within your organization and the communities you serve.

By implementing these advanced recruitment strategies, you’ll be able to effectively identify, engage, and onboard high-caliber individuals who bring valuable skills, perspectives, and passion to your nonprofit board. Strengthening your board members’ diversity, expertise, and commitment will position your organization for greater impact, sustainability, and success in achieving its mission.

Step 4: Empowering your board

Once you’ve recruited new board members, you need to empower them to contribute effectively to the organization’s mission and strategic objectives. Here are key strategies to empower and support each board member in maximizing their potential:

• Tailor your support and guidance. There’s no one-size-fits-all approach. So, it’s essential that you understand and support the individual needs of your board members. Offer mentorship and resources that help them grow into their roles.
• Encourage active participation. Assign tasks that align with their strengths and passions. Let them lead projects that excite them and benefit the organization.
• Foster a collaborative culture. Promote an environment where every voice matters and where every voice is heard, valued, and respected. Encourage open discussions, constructive feedback, shared decision-making, and collective celebrations to build strong relationships and mutual trust.
• Provide the right tools. Equip your board with the resources, information, and tools they need to fulfill their roles effectively—from detailed reports to training on the latest nonprofit governance trends. As much as possible, take advantage of technology and digital platforms to facilitate communication, collaboration, and information-sharing among board members, wherever they’re located.
• Promote continuous learning. Encourage your board members to keep growing, both personally and professionally. Support their participation in external training and conferences. Encourage board members to pursue leadership opportunities within the organization, on committee chairs, board officers, or ambassadors, to expand their leadership capabilities and broaden their impact.

By empowering each board member to lead within their areas of expertise, providing personalized support and guidance, fostering a culture of inclusivity and collaboration, and facilitating access to resources and information, you can cultivate a dynamic and high-performing board that drives organizational success and advances the mission of your nonprofit with passion and purpose.

Step 5: Measure and celebrate board successes

In addition to implementing a strategic recruitment process, it’s crucial to define success metrics that align with your organization’s goals. Consider the following best practices for measuring the success of your board recruitment efforts:

• Track board engagement and retention: Track the retention rates of newly recruited board members over time. High retention rates indicate that your recruitment process is effective at identifying individuals committed to serving on the board long-term.
• Diversity metrics: Monitor the diversity of your board composition, including gender, race, ethnicity, age, and professional background. Aim to create a board that reflects the diversity of the communities you serve, as diverse perspectives contribute to better decision-making and organizational outcomes.
• Impact of board members: Assess the impact of board members on organizational outcomes, such as fundraising efforts, program development, and community engagement initiatives. Consider tracking key performance indicators (KPIs) related to these areas to measure the contributions of individual board members and the board as a whole.
• Stakeholder feedback: Gather feedback from stakeholders, including staff, volunteers, donors, and community members, on the board’s effectiveness in fulfilling its responsibilities. Use surveys, focus groups, or interviews to solicit input on areas for improvement and growth opportunities.

By incorporating these success metrics and best practices into your board recruitment process, you can better evaluate the impact of your efforts and make informed decisions to strengthen your organization’s board and drive positive outcomes.

Tailor your success metrics to your organization’s unique goals and context. Regularly review and refine your metrics to ensure they remain relevant and aligned with your organization’s evolving needs.

The last word

Recruiting board members isn’t just a one-and-done task—it’s an ongoing journey that demands consistent effort and attention. Continually nurturing relationships within your network and actively scouting for potential candidates will ensure that your organization consistently attracts top talent. By staying vigilant and proactive in your recruitment efforts, you can assemble and sustain the board of your dreams—a team of dedicated individuals committed to advancing your organization’s mission. Plus, sharing your experiences and insights contributes to a broader dialogue within the nonprofit realm, fostering collaboration and igniting positive transformation.

We’d love to hear from you! Share your experiences and insights in the comments below.

The post Mastering Nonprofit Board Recruitment: A Strategic Guide for Executive Directors appeared first on Bloomerang.

Optimize board dynamics for maximum impact

Understanding the unique mix of personalities and skills on your board is crucial. You can tap into this diversity to create a collaborative environment. Assign roles that play to each member’s strengths and facilitate open, continuous communication. This proactive approach ensures that every board member can fully contribute to your nonprofit’s success.

Streamline your board recruitment and onboarding process

Your board should evolve alongside your nonprofit. Embrace continuous recruitment to inject fresh perspectives and skills you’ll need to help your organization grow. Take advantage of your connections, community resources, and other avenues to attract candidates who share your organization’s core values and mission. You can even use Bloomerang to segment and analyze your existing donor base to identify potential board members. By evaluating factors like donation history, engagement levels, and specific interests, you can pinpoint individuals who are not only passionate about your cause but also likely to bring valuable skills and commitment to your board. Once onboard, equip them with the knowledge and tools they need through a comprehensive onboarding process, ensuring they’re ready to hit the ground running.

Set strategic goals with your board

Alignment on strategic goals is non-negotiable. Conduct regular planning sessions to map your nonprofit’s future with your board’s input. Use Bloomerang analytics to assess your progress and areas needing attention. Clear, actionable goals keep your board focused and drive collective efforts toward measurable outcomes.

Boost board engagement and accountability

Keep your board members deeply engaged by maintaining clear, consistent communication. Use Bloomerang to share updates, gather feedback, and keep your board in the loop at all times. Establish accountability by setting explicit performance expectations and regularly reviewing individual contributions to ensure everyone effectively fulfills their roles.

Keep the finances transparent

Transparency in financial matters builds trust and enhances decision-making. Use Bloomerang reporting tools to keep your board well-informed about the organization’s fiscal health. Beyond reporting, empower board members with Bloomerang Online Giving, Qgiv fundraising features, and Bloomerang Mobile to help them actively participate in revenue generation and relationship building, expanding your nonprofit’s reach and impact.

Cultivate a culture of appreciation among board members

Never underestimate the power of appreciation. Regularly recognize and celebrate the dedication and achievements of your board members. Bloomerang can help you highlight significant contributions, celebrate tenure milestones, and create a positive atmosphere that rewards involvement and commitment.

Embrace technology for smarter board governance

In the digital era, embracing technology is essential for streamlining board governance. The Bloomerang all-in-one giving platform simplifies many aspects of board management, from scheduling and communication to reporting and analytics, ensuring you spend less time on logistics and more on strategic decision-making.

Conduct regular board reviews for continuous improvement

Stay adaptive and responsive by regularly evaluating how your board operates. You can use assessment questionnaires to collect feedback as well as Bloomerang analytics to pinpoint areas for improvement, ensuring your board’s structure and processes remain aligned with your nonprofit’s evolving needs.

The last word

As an executive director, your role in shaping and maintaining an effective board is critical. By understanding and leveraging the individual strengths of board members, continuously enhancing their engagement, and using the right tools like Bloomerang, you can ensure that your board is not just a governing body but a driving force behind your nonprofit’s success. Remember, the effectiveness of your board reflects directly on the impact of your organization—make it count.

The post Nonprofit Board Dynamics: A Guide for Executive Directors appeared first on Bloomerang.

Air traffic controller? Miner? First responder? Parenting toddlers?

As hard as those jobs are, if you’re a nonprofit CEO or Executive Director, you face a uniquely tough challenge too.

What’s that?

Engaging a leadership team—specifically, your board of directors.

A leadership team that’s unpaid, that you report to, and that could fire you.

Recruiting, managing, and leading a group of volunteers who have the power to make or break your nonprofit (and your career) is a big responsibility.

It’s one of the most complex and challenging endeavors a CEO or Executive Director will have.

So, how do you build a happy, healthy, thriving board of directors? I’ve outlined a winning recipe and step-by-step process below.

But before we get into that, how can you replace an existing board? The first step is to conduct a board survey, also known as a board assessment.

How to change the board you have with a simple board survey

You know all those things that are frustrating you, like board members not sharing their contacts, not coming to meetings, or not having any fundraising knowledge? Create a board survey. This is where you can get all that out in the open so you have the runway to start changing it. It’s board-led, which means you get to say, “We heard you loud and clear that we’re lacking in __________ (for example, board diversity, fundraising fluency) and to support that we’re going to _______ (for example, prioritize recruitment, offer training).” It shows the gaps, charts a course, and holds board members accountable. They can rate themselves individually or rate the board as a whole. The survey can cover participation, engagement, fundraising knowledge, strategic direction—you name it.

You can find board assessment templates everywhere. Or grab a sample board assessment here.

Now you’re ready to build your board.

How to build the nonprofit board of your dreams

The foundation for a great board begins with clear expectations of board service. You wouldn’t accept a job without knowing the job description. Your board needs the same!

The best way to set your board members up for success is to provide a robust board agreement detailing the expectations of service, from giving to volunteering to attending events.

The four critical pieces you must include in this agreement are: 1) giving expectations, 2) fundraising they’ll be expected to perform on behalf of the organization, 3) program or event attendance, and 4) committee participation. Download a sample board agreement here.

1. Identify and recruit the right board members

It can be tempting to fantasize about big-name powerhouses writing large checks. In reality, those people may not have any meaningful connection to your cause.

You likely want a board member willing to engage and connected to your cause, with a network of key contacts, the capacity to give, prior board experience, and specialized expertise. How do you make it happen?

Step 1: List who you want to serve

Who are the current or up-and-coming movers and shakers in your community and your sector? Be “board-aware” with your board, donors, and volunteers. Network with your chamber of commerce, leadership and civic groups, and professional associations. Explore board lists from other nonprofits in your community.

Step 2: Determine accessibility

Do you currently have access to them, and if not, who can make the introduction? Another board member, a donor, or a community leader? Do you have mutual connections on LinkedIn that can help you get the introduction?

Step 3: Gauge commitment

Do potential board members care about your cause? Nothing trumps passion. Their passion will open the doors to their network, inspire them to make stretch gifts, and keep them engaged.

Step 4: Outline the expectations

Next to their passion for your cause, the single greatest predictor of your success with a new board member is their clear understanding of the responsibilities of board service. Too often, we fail in this regard. Eager to fill a vacant seat or secure a well-known name, we fail to communicate expectations of service, especially fundraising expectations, and we end up with a recipe for churn and failure.

Step 5: Cultivate

Not every board prospect will be ready to commit when you are. Most won’t. You’ve got to cultivate their engagement in your cause so you’re next in line and able to move them to your board as soon as their commitment allows.

Step 6: Interview potential board members

Let’s say you’ve identified a strong board prospect. You’ve taken critical next steps to further engage them in your mission and are ready to discuss board service. Congratulations! The stage you’re in now is a lot like being on a job interview. You know how everyone says, “Interview them as much as they’re interviewing you?” The same is true here. So, what kind of questions do you need to ask them?

1. Why does our mission resonate with you?
2. Can you share some of your previous experiences in board leadership?
3. What skills, connections, resources, and expertise can you contribute to our organization?
4. Do you have any concerns or questions about board service?
5. What is inspiring you to serve? What do you hope to get out of board service?
6. How much time can you commit to meetings and serving the mission every month?
7. What motivates you?
8. What were your expectations from the nonprofits where you served previously as a board member?
9. Are you willing to make a stretch financial commitment? While on our board, will you make our organization one of your top three philanthropic commitments?
10. How important is it for you to interact socially with other members?

2. Onboard your board

You’ve invested a lot of time to identify and cultivate great leaders to serve on your board.

Now comes the most important part: onboarding them for success. An effective onboarding process will help your new board members feel more valued, better understand their role, and increase their productivity and performance, resulting in increased engagement.

A board orientation is not the same thing as onboarding. A new board member orientation is an event during the onboarding process. Onboarding is the process used to assimilate new board members as leaders of your organization.

Dig into the five steps to onboard new board members here.

3. Make board service meaningful and fun

Many board members serve to enhance their professional resumes or network with other board members. This is why it’s critical you give them a chance to enjoy each other socially. Tap into their motivations and give them rewards, recognition, and special privileges.

4. Train your board

Now that you’ve got them on board, it’s time to mobilize them, train them, coach them, and support them.

If your board members don’t have any experience in fundraising, you may need to educate them on your revenue streams and the role fundraising plays in your organization.

One of the most significant sources of friction between boards and staff is often fundraising. To help engage your board members in fundraising, there are some very clear Do’s and equally important Don’ts! To help you navigate this oh-so-important arena and set yourself up for success, grab this cheat sheet and sample board member agreement template to set up your board for fundraising success.

Parting tips

Remember, to build the nonprofit board of your dreams think of it like a journey, not a sprint.

It takes time, patience, and a lot of cultivation. Think of your board as a garden—you need to sow the right seeds, nurture them, and give them the resources they need to thrive. With clear expectations, robust onboarding, and continuous support, you’ll have board members who are passionate advocates for your cause.

Keep them engaged, make their service meaningful, and celebrate their contributions. When you invest in your board, you’re investing in the future of your organization. So go ahead, start planting those seeds, and watch your board—and your mission—flourish.

Has your organization been able to build the nonprofit board of your dreams? We’d love to hear your success story in the comments below!

The post Enlist a Nonprofit Board That Champions You appeared first on Bloomerang.

Conversely, a toxic, dysfunctional, or low-performing board can destroy your nonprofit. So, building a thriving, successful board of directors is one of the most challenging things an Executive Director (ED) must do.

So, where do you find great board members? How do you recruit board members and onboard them to be high performers who give generously of their time, treasure, and talents?

To successfully manage your board, you need to do three things:

• Determine exactly what you expect of them from the beginning.
• Empower them by giving them the training, tools, and inspiration to lead effectively.
• Appreciate them and make sure they know they’re making an impact.

10 places to recruit board members

1. Your volunteer pool. Your volunteers already show commitment and understand your mission.
2. Your donor pool. Your donors are already invested in your success and may want to be more involved as board members.
3. Referrals from staff, current donors, volunteers, and current or former board members. These referrals come from trusted sources who understand the culture and know what the organization needs to thrive.
4. Social media, especially LinkedIn. You can leverage trusted board members and donor networks to find great candidates who share your organization’s values.
5. Volunteer fairs and websites like Volunteer Match, Idealist, and BoardAssist. These platforms attract people passionate about making a difference.
6. Board match programs in your community that your local community foundation or United Way may offer. These programs can connect you with potential board members already engaged in philanthropy and community building.
7. Review board lists for organizations with shared values. Partnering with like-minded missions or values can lead to finding board members equally committed to your cause.
8. Local Chamber of Commerce or local leadership group, for example, “Leadership Nashville” or “Leadership Austin.” These groups attract community leaders looking to drive positive change.
9. Young Nonprofit Professionals groups. Engaging with up-and-coming leaders can bring fresh perspectives and energy to your board.
10. Advertising in your newsletter or website. Use your existing channels to reach people already connected to your cause.

How do you know if they’re a good fit?

Unless you’ve worked with an individual as a volunteer, you won’t have any way to know, so try before you buy by inviting them to volunteer or serve on a committee. It could be a short-term ad hoc committee or a standing committee. Either way, you and your prospective board member get to “kick the tires” to see if it’s a good fit before making an appointment.

There are lots of meaningful ways for folks to leverage their engagement, support your organization, and attract more donors without occupying a board seat. One option is to create a “Leadership Council” or circle of friends where members commit to raising an annual gift amount and to bringing a certain number of individuals into the organization every year—say, 10 to 25—to experience its events or programs.

10 key questions to ask a prospective board member

1. What makes our mission meaningful to you?
2. What are some of your prior board leadership experiences?
3. What skills, connections, resources, and expertise are you willing to use on behalf of the organization?
4. Do you have any worries or concerns about joining the board?
5. Do you have personal aspirations that could be enhanced by board service?
6. How much time a month can you commit to meetings and serving the mission?
7. What motivates you?
8. What expectations did you have of the nonprofits where you previously served as a board member?
9. While you’re on our board we ask to be one of your top three charitable commitments. How do you feel about that?
10. How important is socially interacting with other members?

5 steps to onboarding new board members

Onboarding a new board member starts them off on the right foot with the proper expectations of board service and sets the tone for a successful tenure.

1. Give them a 1:1 orientation. Ideally, the board chair and the CEO or ED at the organization’s offices handle this onboarding, which should include a tour, meeting staff, and sitting down to review the board contract.

2. Match them with a board buddy. Not only does this help your new board member get up to speed faster and eliminate them feeling intimidated by being the new kid on the block, but it also satisfies one of many board members’ most common reasons for joining a board—socializing, and networking with their peers. Pair them with a high-performing board member to set the right expectations.

3. Provide them with a board handbook. A comprehensive board handbook is a great tool for educating your board about the organization and empowering them to serve.

Some core components should include:

• Organizational information: case statement, current newsletter, staff roster, program overview, development plan, bylaws, budget
• Board information: board contract, board roster, meeting schedule, current strategic plan, committee overview, chairs, and members
• Meeting materials: schedule of meetings, agendas, and minutes

4. Host a welcome reception. If you have a new slate of board members joining at once, this is a great way to introduce them to the rest of the board, staff, donors, clients, and community leaders.

5. Announce it publicly. Send a press release announcing your new board members to your local newspaper and business journal and post on LinkedIn and social networks. These are simple, free tools to promote your organization and celebrate and welcome your new board members.

5 ways to make it fun and rewarding

1. Give your board a hands-on experience of your work. Whether they’re doing a science experiment that summer campers might do at camp, serving the homeless a meal, or looking at cells under a microscope in the hospital, bring the front lines of your work.
2. Share a client testimony or have staff describe a day on the frontlines. Hearing a personal story of how your organization made a difference fuels your board member’s passion for your cause and gives them their own toolkit of powerful stories from the frontlines to share on fundraising visits.
3. Have a board member describe the mission and why it’s meaningful to them. This reconnects your board members with why they are serving and fuels everyone in the room.
4. Make time for networking, fun, games, play, and strategic conversations. Do scavenger hunts to get to know each other. Ditch the yawn-inducing, mind-numbing formalities like Robert’s Rules of Order. Your board is not a parliament; it’s a group of volunteers giving you their time. Make time for strategic conversations. Discuss an interesting item you might explore at a board retreat. Try tackling one each meeting or every other meeting—group board members in pairs or teams to tackle problems and reconvene to report findings and share ideas.
5. Start meetings with a fun icebreaker. One of the main reasons people volunteer to serve is to network with other influential board members and build key relationships with them. Allow time for social interaction and networking. List board members’ hobbies on your board roster. Celebrate milestones in their life. Make your board meetings fun and your board members will look forward to participating!

Rate yourself: How well do you support your board members?

How would you rate yourself at…                                                             Rarely  Sometimes  Often

1. Tapping into their motivational drives
2. Giving them regular feedback
3. Delivering rewards and recognition
4. Offering special privileges or incentives
5. Providing training
6. Sharing public affirmations
7. Having fun with them
8. Thanking their families
9. Sharing positive gossip (bragging to peers)
10. Being available to them

I hope you’ll use this guide to build a board as committed and passionate as the mission it serves.

Remember, empowering, appreciating, and integrating these leaders into your organization is not about filling seats but about building a visionary, strategic, and supportive board to propel your mission forward.

By thoughtfully engaging with each prospective board member, giving them the tools and support they need, and celebrating their successes, you’ll ensure that your board isn’t just functional—it’s phenomenal!

The post From Novice To Champion: Empowering Board Members appeared first on Bloomerang.

Dear Charity Clairity,

We don’t have term limits for our board and, as the development director, I think this is becoming a problem. Everyone is tired, they’ve given us all their contacts already and no one wants to try anything new. People seem leery of making any changes, and I’m not quite sure why. Are there some standards about board turnover I can share with my executive director so they can begin to understand the importance of transforming the board? And do you have any recommendations as to how to get there?

— Feeling Stagnant

Dear Feeling Stagnant,

You are right to be concerned about your organization’s lack of term limits. Boards need to be regularly refreshed, plus it’s important to have a place where promising volunteers and donors can be lifted up to leadership roles. While there is no legal requirement from the IRS, most states require a set term of years. But virtually no state sets a limit on the number of consecutive terms. In practice, the most common occurrence – found in the organization’s bylaws – is two three-year terms. Sometimes this is extended by a year if a board officer might otherwise prematurely be termed out of their office. And sometimes members can be invited to re-join after a several year hiatus.

Why organizations recycle old board members

Recycling is good for glass, paper, plastic and the like, but not ideal for boards. Reasons organizations don’t recruit new board members are they: (1) fear losing the loyalty of board members who give a lot of money; (2) simply don’t want to hurt people’s feelings, or (3) don’t know where to go to recruit new board members.

Considering how to ameliorate these challenges gives rise to two questions:

1. What do we do to keep former board members engaged?
2. How do we find new board members to recruit?

Let’s take a look at each of these separately.

An engaging new role for former board members

Sometimes breaking up is hard to do! Ideally, even though you’re going through a “separation,” you’ll want to remain close friends. Towards this end, it’s extraordinarily useful to have a place where board members can go as they transition off the board. My top three are:

1. Emeritus Board Group (e.g., Advisory Board; Ambassadors; Guardians; Champions Council; Young Advocates, etc.). These groups generally have a certain prestige associated with them, including listing on your website, letterhead, and so forth. Some may include prospective board members as well.
2. Board standing committee or subcommittee. There is no reason to limit committee membership to current board members. When people leave the board, conduct an exit interview in which you ask them if there are committees they’d like to stay on (or join) moving forward.
3. Ad hoc committee with a particular assignment. Comprise these as needs arise. (For example: Capital or Endowment Campaign; Rebranding; New program; Audience development, etc.).

KEYS TO SUCCESS

1. Have a clear job description. If you want people to do more than offer their opinion on things (which is how “advice” is often interpreted), clarify the expectation they’ll take on one or more roles as an ambassador, advocate, or asker.
2. Designate a volunteer leader. Like with anything else, someone must take charge, set the agenda, and follow up with members. You also want someone within the organization to staff this committee.
3. Stay in touch. Treat each participant as close family members and “insiders.”

The role of the board development committee

This is also sometimes called a nominating or governance committee. Their responsibility is to solicit new member recommendations from current board and staff. As the development director, you’ll want to regularly review your donor base to consider who among your current supporters might make a good board candidate.

Generally, this committee will develop a matrix of qualities you’re looking for at any point in time. These qualities may be demographic, cultural, skills-based, or industry-based. This is the way to avoid having a homogenous board where everyone runs in the same circles, knows the same people, and thinks similarly. Look at your community; now, look at your board. Is the latter representative of the former? If not, begin with an assessment of the strengths and weaknesses of your current board so you can identify gaps. If you can’t find nominations from within, you might also reach out to businesses whose values align with yours. Or you could reach out to your state association of nonprofits, local United Way or Jewish Federation, local community foundation, local chamber of commerce, or volunteer center. Diversity is the hallmark of a healthy, growing organization.
It’s the committee’s exclusive job to extend invitations for an informational interview to potentially join the board. Individual board and staff should not do this; candidates need to be reviewed and vetted and, once selected, the right person to make the ask should be determined. Often the candidate will have an initial interview with whoever knows them best (e.g., executive director, development director; board member), followed by interviews with the nominating committee and then the board chair. Ultimately, the full board votes on the nomination.

This committee also often takes charge of keeping current members engaged through creation of a board development agenda. This can mean assuring there’s a skills development or program education component at every board meeting. Depending on your needs, you could have board presentations on Robert’s Rules of Order; board fiduciary role; how to read a nonprofit budget; board’s role in resource development, and so forth. The committee may also launch an annual board satisfaction assessment.

Finally, the committee should be responsible for assuring there is a board orientation process. [You can grab a checklist of what should be included in an orientation here.] Also make sure you have a board member job description. This should include making a meaningful financial donation. Problems arise when new members don’t know what’s expected of them, how the organization is funded, or who they can call on for support. A board orientation prevents expectations from being ambiguous and helps members hit the ground running. These are your marching orders to move from stagnant to dynamic. Hope you’re feeling it!

— Charity Clairity (Please use a pseudonym if you prefer to be anonymous when you submit your own question, like “Feeling Stagnant” did.)

Does your organization have set board term limits? Let us know in the comments! 

The post [ASK AN EXPERT] Should Your Board Have Term Limits? appeared first on Bloomerang.

Building the nonprofit board of your dreams is a team effort. It involves everyone in the organization, from the CEO and the board’s executive committee to every staff member and volunteer. The goal is not to create a board that reflects just one person’s vision but to build one that embodies the collective vision of the entire organization. This collaborative process is about more than just assembling a group of people; it’s about creating a team that can steer the nonprofit toward its goals with dedication and strategic insight.

Creating a top-notch board that not only aligns with but also propels your nonprofit’s mission forward requires more than assembling a group of skilled individuals. It demands a foundation rooted in proven management principles. The legendary management consultant Peter Drucker left us with a blueprint for excellence in organizational leadership that is especially relevant for nonprofit boards.

Core principles for board development

1. Understand that culture trumps strategy

Drucker famously argued, “Culture eats strategy for breakfast,” underscoring the overpowering influence of culture over any strategic plan. A thriving organizational culture fosters a sense of unity, resilience, and motivation among its members, which is essential for the long-term success of any nonprofit. Drucker emphasized the role of leadership in shaping this culture, advocating for a spirit of greatness that starts at the top. Drucker noted, “The spirit of an organization is created from the top.” So, leadership must model the values and behaviors they’d like to see throughout the organization, setting a standard that promotes a positive and productive culture.

“If an organization is great in spirit, it is because the spirit of its top people is great. If it decays, it does so because the top rots … No one should ever be appointed to a senior position unless top management is willing to have his or her character serve as a model for subordinates.”

— Peter Drucker

Action item: Cultivate a robust culture

According to Drucker, a solid organizational culture is the secret sauce to bringing strategic plans to life. Work actively to shape and improve your organization’s culture by embodying and promoting the values you want to see.

Inspiration

Harlem United: Community AIDS Center has been a beacon of hope since 1988, when it began dedicating itself to serving communities of color in Upper Manhattan and the Bronx during the AIDS epidemic. By fostering a client-driven culture and integrating client representation on their board of directors, they’ve consistently adapted to changing circumstances while always adhering to their core organizational values. Their innovative and flexible approaches to change exemplify their commitment to their mission.

2. Create partnership, not hierarchy

Rejecting the notion of a hierarchy where either the board or the executive team dominates, Drucker championed a collegial governance model. This model views the board and executive leadership as equal partners working collaboratively towards shared goals. “The leaders who work most effectively, it seems to me, never say ‘I,’” Drucker observed. “And that’s not because they have trained themselves not to say ‘I.’ They don’t think ‘I.’ They think ‘we:’ they think ‘team.’” According to Drucker, effective governance results from this teamwork, where roles and expectations are clear and aligned with the organization’s objectives.

Hear about how one CEO and board chair fixed their collaboration issues.

“Instead of focusing on abstract policy discussions, effective nonprofits must define the work each organ (board, committees, staff) is expected to perform and the results they should achieve.”

— Peter Drucker

Action item: Enhance board-executive collaboration

To maintain accountability and ensure the effectiveness of both board members and executives, schedule regular performance reviews well in advance. Here’s a selection of resources on the subject to help you evaluate.

Inspiration

The Institute for Ethical Leadership (IEL) at Rutgers University in New Jersey, co-founded in 2003 by James Abruzzo and Alex Plinio, began with a focus on teaching and research in business ethics, mainly supporting the nonprofit sector. Over time, IEL’s ethics and leadership programs have significantly influenced nonprofit leadership across New Jersey and beyond. They’ve developed executive leadership programs that follow Peter Drucker’s advice on fostering effective collaborations between boards and executives.

3. Evolve beyond policy: Guardians of mission and vision

Drucker said, “The board is not just about making policy; it is the guardian of the organization’s mission and vision. Board membership is a responsibility, not just a recognition by the community.”

Beyond its traditional role in policy-making, Drucker saw the board as the steward of the organization’s mission and vision. He advocated for empowering board members to take an active role in governance, emphasizing the need for decentralization. This approach involves delegating authority and encouraging board members to leverage their unique skills and perspectives to benefit the organization. “Management is doing things right; leadership is doing the right things,” Drucker pointed out, suggesting that effective board governance combines both strategic oversight and operational excellence. Here’s guidance for recruiting and selecting new board members.

“Over the boardroom door, there should be an inscription: Membership on this board is not power; it is responsibility.”

— Peter Drucker

Action item: Clarify the board’s role

Assign specific roles and tasks to board members based on their strengths and professional backgrounds. This will involve the CEO, Board Chair, and the Executive Committee working closely with a governance committee that takes its role seriously. The legendary Simone P. Joyaux offers a stellar Board Self-Assessment tool you can use.

Inspiration

The nonprofit, BoardSource, sets a high standard with its “Leading with Intent: Index of Nonprofit Board Practices.” This comprehensive index provides insights into who serves on nonprofit boards today, their roles and responsibilities, their impact on organizational performance, how they operate, and their overall effectiveness and organization. It stands out as an exceptional resource in our sector, offering valuable guidance for any nonprofit aiming to enhance its board’s effectiveness.

4. Set objectives that drive action: MbO

Drucker’s Management by Objectives framework (MbO) advocates setting specific, measurable, achievable, relevant, and time-bound (SMART) objectives that align with the organization’s mission. This process starts with collectively setting goals and then delegating tasks according to individual strengths and capabilities. “What gets measured gets managed,” Drucker famously stated, underscoring the importance of concrete thought, clear objectives, and regular performance evaluation in driving organizational success.

“Time is the scarcest resource, and unless it is managed, nothing else can be managed.”

— Peter Drucker

Action item: Establish clear goals

Conduct a workshop with your board to identify key objectives for the year using SMART criteria. Before the meeting, meet one-on-one with each board member to share a draft of the goals, gather initial feedback, and build a partnership approach.

Inspiration

Food For The Poor, an interdenominational Christian ministry in 17 Caribbean and Latin American countries, has delivered more than $15.7 billion in aid and fed millions. To boost its operations, fundraising, and marketing through better technology use, the organization partnered with Heller Consulting. The firm assessed Food For The Poor’s challenges, developed a future-focused technology strategy, and outlined a clear action plan for digital transformation. This effort has equipped the organization with a strategic roadmap and organizational support for their digital advancements.

5. Embrace knowledge as power

Drucker coined the term “knowledge worker” to highlight the role of continuous learning and data-informed decision-making in organizational success. In the context of a nonprofit board, this means fostering an environment that encourages board members to stay informed about industry best practices, emerging trends, and the organization’s unique challenges. “Knowledge has to be improved, challenged, and increased constantly, or it vanishes¹,” Drucker warned, highlighting the need for a proactive approach to knowledge management and professional development within the board.

After 40 years in the nonprofit sector, I’ve observed that the professional development options offered to staff and board remain appallingly low. Nonprofit leaders must commit to better investing in staff and board training and continuing professional development.

“The most valuable asset of a 21st-century institution, whether business or non-business, will be its knowledge workers and their productivity.”

— Peter Drucker

Action item: Promote continuous learning

Implement impact evaluations and continuous feedback mechanisms in your programs and operations. Survey your donors, volunteers, and stakeholders continuously, and analyze the feedback into specific process improvements. Regularly train board members and encourage attendance at relevant workshops and conferences to stay informed on the latest trends in nonprofit management. Be sure to allocate sufficient budget for professional development.

Inspiration

Somos Mayfair in San José, CA, exemplifies a unique, culturally informed approach to transformation, combining popular theater, peer-to-peer case management, and community organizing. This innovative model is highlighted among five nonprofit case studies by The Building Movement Project, offering insights into the complex process of integrating social change models with social service efforts for nonprofits seeking practical examples.

The dream realized: Applying Drucker’s insights for board excellence

Integrating these principles into your board development efforts can transform your board into a dynamic, compelling force that drives your nonprofit toward its mission. Channeling Drucker’s wisdom into your board development planning will not only bring you closer to the board of your dreams but also ensure the long-term success and impact of your nonprofit.

Celebrating Drucker’s legacy

Peter Drucker’s influence on management thought and practice extends beyond his lifetime. His principles continue to guide leaders across sectors, offering a roadmap to organizational effectiveness that is as relevant today as decades ago. As we apply Drucker’s teachings to the unique challenges of nonprofit governance, we honor his legacy and contribute to the evolution of effective, mission-driven leadership.

Drucker saw great nonprofits as not only effective and impactful for those they serve but also as providing fulfillment for their volunteers. He stated, “Citizenship in and through the social sector is not a panacea for the ills of … society²,” but it “restores the civic responsibility that is the mark of community.” He worked with major organizations like the American Red Cross and the Salvation Army. In 1991, he founded the Peter F. Drucker Award for Nonprofit Innovation, continuing to influence the Drucker Institute today.

For more info about Drucker’s guidance on nonprofit management, check out these books:

• Lessons for Successful Nonprofit Governance
• Managing the Nonprofit Organization

We welcome your reflections on how Drucker’s principles have informed your board development and leadership approach. In the comments, tell us about your experiences and insights, and let’s continue the conversation on creating boards that genuinely make a difference.

^{1. Maxemow, S. (2015). Listen, Learn, and Pass It On. Concrete International, 35.}

^{2. About Peter Drucker * Drucker Institute.} 

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