Adapt Board Member Recruitment for Evolving Organizational Needs

From my vantage point, the familiar question of whether a prospective board member can contribute “time, talent and treasure” is no longer adequate as a singular litmus test of whether to invite someone to join your board. In today’s nonprofit landscape, we’re looking for individuals who bring a little of everything to the table and are willing to do what it takes to understand the context of our work, be engaged, dig in and help steer the ship. 

This shift has understandably altered how we approach the board recruitment process, with a strong desire to include those currently in the workforce on our boards. By engaging working professionals, nonprofits can find people dealing with the same challenges and opportunities they face who can offer wisdom and expertise.

Finding the right people with the skill sets that match your strategic priorities isn’t easy. Whether you’re looking for individuals with tech skills, knowledge of land development or experience in other industries, it will take intentional and ongoing effort for your CEO, board chair and the committee responsible for board recruitment to find and engage these prospects.

Shift Common Board Member Recruiting Practices

For many nonprofit organizations, the usual drill for board recruitment involves tapping into your board and leadership team’s existing network. However, this process has its downsides as it can result in a lack of diverse experiences and perspectives. To begin shifting the board recruitment process, here are three steps I’d suggest.

1. View Board Member Recruiting as an Ongoing Process 

Board member recruitment shouldn’t be a last-minute scramble when a seat opens. It should be an ongoing process. The first step is orienting an executive, board chair and board recruitment committee to constantly think about the skill sets and attributes needed in the future. All board members should be aware of these skills and attributes and think about prospective members.  They can then share those names with the designated committee.

This thinking will help you to begin engaging folks early, allowing them to join a committee or have meaningful conversations before officially joining the organization. 

2. Consider the Ebbs and Flows of Your Organization 

Boards should also be careful not to fall into the trap of “comfortable cloning.” Yes, you will likely always need someone with an accounting or legal background, but other skill sets will ebb and flow depending on what your organization’s strategic priorities and current environment are. 

3. Ask What Diversity Means to Your Organization 

It’s essential to step back and ask, “What does diversity mean for our board?” We know racial diversity is vital. But you may need variety in age, background, industries or even where folks are coming from geographically. The answer to this question will change every few years and you should revisit it often.

Focus on Strategic Priorities

It’s important to keep your eyes on the horizon as your organization’s future isn’t just about where you are currently but where you’re headed. If your strategic plan prioritizes the next three to five years, you can begin to project your board lineup and how it will meet those goals. What perspectives and skills will you need?

Consider technology and artificial intelligence, for example. If this is an area of focus in your strategic plan, consider bringing in someone with this background and expertise. Or you may embark on acquiring land and developing a significant property. In that case, bringing in someone with this type of background would be key. And, in five years, that skill set may be less relevant when that project is done.

Having a consumer of your services on the board is something I see particular funders, states, or other guidelines requiring. It is a dynamic I suspect we will see more of in the future. This person’s role is to provide perspectives from the consumer’s standpoint and offer a different life experience to your board of directors. 

Depending on where your organization is headed, this could be a game changer and is important in defining their role.  If they are to serve as a full board member, then provide any needed education to ensure they understand the distinction between bringing a specific perspective and serving as a representative.

Importantly, organizations should never forget the baseline requirement of board member recruitment, which includes enthusiasm about the mission, being in concert with values and the ability to participate in meetings.

Accommodate the Right Members

How do you get the right folks on board?

If you want working professionals with the right skills and connections, you should be ready to bend your meeting times and formats. I’ve seen organizations shift their meeting times to 7 a.m. or 5:30 p.m. to avoid working hours. I've noticed more nonprofits adopt virtual meetings or a hybrid format to allow for greater flexibility and the option to recruit outside your organization’s immediate geographic area. I've also guided board chairs through running smoother meetings so that everyone’s time is respected and utilized to the maximum.

Finding a board member who aligns with your mission, offers a skill set that aligns with your strategic priorities and is willing to create room in their busy schedule is a tall order to fill. The easier you can make it for them to participate, the more successful you will be in recruitment and retention.

Matching the talents of your board to your organization’s strategic priorities is possible. A great first step is to identify those involved in board member recruitment, likely your CEO, board chair, and board recruitment committee, and have a conversation. Start by looking at your strategic plan and identifying the types of people you will need in the coming years, then communicate those needs to the full board. The discussion will slowly shift from “Who do we know?” to “What do we need in our corner?”

The preceding post was provided by an individual unaffiliated with NonProfit PRO. The views expressed within do not directly reflect the thoughts or opinions of NonProfit PRO.