Who Do You Need on Your nonprofit Board?

You’ve heard me lament before that nonprofit organizations–especially small ones–tend to sell yourselves short when it comes to board recruitment.

You may believe that the best you can hope for in a new board member is someone who participates in meetings, volunteers to take on a few simple tasks, and gets along well with the Executive Director and the other board members.

And you may believe that it doesn’t matter what expertise, lived experiences, or skills your board members might bring to the table.

But what if I told you that you and your organization actually can dream big about who will join your board?

So, where do these limiting beliefs about board recruitment come from? In my conversations with nonprofit leaders, I’ve found that these beliefs are often rooted in a sense of humility. I’ve heard things like:

I love my organization! But it has some flaws. I’m willing to tolerate or work on those challenges, but I just don't feel comfortable asking someone else to do the same.
Everyone is so busy. I doubt anyone would want to make time for my little org. I mean, we're great, but we're not that great.
I don't have any special skills or knowledge, and I haven't found it difficult to be a board member. I don't think we need to get too specific about who or what we're looking for.

Do any of these sound familiar? Then let me ask you:

Would you love to have a group of knowledgeable advisors to support your organization in achieving its mission and strategic plan?
Would you benefit by having a wide variety of perspectives to inform your group’s decision-making?
Would you be honored to work with a group of respected leaders who are just as passionate as you are about moving your organization forward?

If you answered “yes” to any of these questions, then you absolutely should be thinking strategically about your board recruitment.

How do you figure out who you need on your nonprofit’s board, anyway?

I really wish there were a one-size fits all template for determining the ideal composition. Wouldn't it be wonderful if we could all say: I need a lawyer, a banker, a butcher, a baker, and a candlestick maker. Check, check, and check!

Instead, you need to determine a composition that will best serve your organization’s unique vision, needs, and values.

Here are some things I would consider...

1. Who’s on your board now?
Take inventory of your current leadership to learn more about the expertise, lived experience, or skills they bring to the table. Find out things like…

What inspired them to join your board?
Do they bring a unique perspective to the table, one that is relevant to the work of the organization?
What do they do for work? If they are retired or recently switched jobs, what did they do earlier on in their career? Are any of them in occupations that are commonly useful resources for nonprofits (e.g. law, accounting, fundraising, marketing)?
What did they study in school?
Do they have any special skills?
What are their interests, hobbies, or volunteer experiences?
How do they identify in terms of gender or race? About how old are they?
Where do they live? Where are they from?
What other businesses or organizations do they have connections to?
When did they join the board? When will they reach their term limit?

This can also serve as a great opportunity to get to know your board members a bit better. Invite them for coffee 1:1, take time during a board meeting to go around the room and share, or send out a simple survey. You’ll be delighted with what you learn.

2. Does your board reflect the community you serve?
There's an expression, "Nothing about us without us." This slogan has its origins in Central Europe, and has been widely used in a variety of social justice movements. No matter the mission of your organization, it’s important that the voices and perspectives of those you serve are well represented and empowered on the board. For example, if your organization mentors homeless youth and provides them with a safe, warm place to stay, then several of your board members may have experienced homelessness as young people. If you find in the course of your inventory that the board does not reflect the community you serve, your recruitment process should rectify that as much as possible.

3. What do you need help with?
Start with any formal plans your organization might have. By this, I mean your strategic plan, fundraising plan, communications plan, etc. Are there any goals or strategies that you are unsure of how to achieve? That require special professional connections? That require significant funding?

Maybe you have formal plans. Maybe you don't. Whatever the case may be, ask yourself:

Is there something on our to do list that we can never quite get to?
Is there some significant challenge we need to address or opportunity we would like to pursue?
Where is our organization in its life cycle? Is it a startup? Is it growing? Is it mature? Is it on the verge of collapse?

4. Putting It All Together
Take all the information you’ve gathered back to your current board. Review everything in the aggregate with them and work together to put some stakes in the ground.

Look at your compiled list of goals, strategies, challenges, and opportunities. What are your top priorities? You’re going to recruit new board members with these priorities in mind.
Did you learn anything new about your existing board that surprised you? Do any of these details align with your top priorities? If you discover some alignment, ask that board member for their advice, or to engage the challenge or opportunity with you. By taking advantage of what you already have, you can fill your remaining board seats strategically.
Here is the biggest question: who in your community can help your organization work toward achieving those top priorities? If you are hoping to boost enrollment of elementary-aged children in your after-school program, for example, you might consider recruiting a teacher who can help you make the right connections in the local school system. If you want to increase participation in your individual giving program, you might ask someone with a background in development to join your board and offer their expertise. If your organization wants to make it easier for people to access the services you offer, you might invite someone with experience in streamlining business processes.
And don't forget: "Nothing about us without us." Did you find that your board doesn’t reflect the community you serve? Recruit with this priority in mind, too.

By the end of this process, you will have determined a board composition that is ideal for your organization. You will use it as a guide to help you find those in your community who will become your organization's best advisors, ambassadors, and advocates.

What am I missing? Share your best practices for determining your organization's ideal board composition in the comments below. Your questions are welcome, too!