Building A Board

Dear Mission Mastery,

How do I go about building a board to serve the organization I started? - ES

Dear ES,

This is a great question and one that is often overlooked in the fast-paced world of nonprofits. Many nonprofits begin with a small board of directors made up of friends who share the founder’s passion for the mission. While this can work initially, it may lead to significant challenges as the organization grows and solidifies its foundation.

My general advice for nonprofits is to avoid bringing relatives, significant others, or close friends onto your board. The reason? A perceived conflict of interest. Even if you’ve disclosed the relationship, perception can often overshadow reality, potentially leading to governance issues down the line. Additionally, in the early stages, nonprofit board members often take on multiple roles, including helping with day-to-day operations, which can blur the lines between governance and management, complicating board dynamics.

As your nonprofit expands, so should your board. While there is no universally perfect number of board members, a range of 12 to 16 is often effective for many organizations.

So how do you find the right board members for a nonprofit?

For nonprofits, it’s essential to focus on individuals who are deeply connected to your mission. For example, if your nonprofit is focused on foster care, you might seek out leaders or community members with personal or professional experience in the foster care system, whether as former foster children, foster parents, or advocates. It’s also important to consider the specific skills needed within your board. If you require more financial oversight, for instance, prioritize recruiting someone with experience in financial management. While many nonprofits aim to recruit influential figures, the most effective boards are often those composed of individuals with the right skills and a genuine passion for the cause.

So what’s the most important factor when recruiting and onboarding new nonprofit board members?

One aspect that is often overlooked—but is arguably the most critical—is education. Serving on a nonprofit board is not the same as volunteering for the organization. Board members have legal and fiduciary responsibilities, which include the “big three”: duty of care, duty of loyalty, and duty of obedience. Unfortunately, these responsibilities are rarely emphasized enough, and many nonprofit leaders fall short in properly educating and preparing board members for the gravity of the role. As a result, nonprofits often end up with boards that lack the knowledge necessary to govern effectively, which can lead to both short-term and long-term issues within the organization.

In summary, nonprofits should focus less on the influence or stature of potential board members and more on ensuring that candidates align with the nonprofit's needs, skills, and passion for the mission. Equally important is developing a comprehensive education and training program to ensure both you and your board are fully prepared to lead effectively.

Here’s to making a difference,

AM