January and it seems like everyone is talking about the need for additional board members and the difficulty in identifying individuals to round off and build their leadership. The NorthSky team preaches that it all starts with your board, that term limits are critical, and that a diverse board is a best practice. Isn’t that frustrating? You already know all that and we haven’t been very helpful in working with you to recruit new talent. Well, we’re really excited about our partnership with the United Way Volunteer Center and the opportunity to more aggressively recruit candidates for your board. Some suggestions as you move forward.
1) Conduct a composition analysis. We have two great tools created by Ameen & Associates in our online Resource Center. http://www.northskynonprofitnetwork.org/resource.php#JumpGovernance Use them to identify the ideal composition of your board, who you already have and where there may be gaps that present recruitment opportunities. If possible, tie the ideal composition of your board to the priorities you’ve identified in your strategic plan and vision.
2) Recruit carefully and don’t rush the process. Consider requiring candidates to serve on a board committee prior to joining your board. It’s always a good idea to date before you get married.
3) Prepare to start new board members off on the right foot with a comprehensive board manual and solid orientation. You’ll find outlines for these also in our Resource Center. http://www.northskynonprofitnetwork.org/resource.php#JumpGovernance
4) Consider sending new board members to our session “The Board Primer” scheduled on February 4. This session provides the specifics about the fiduciary role and responsibilities of nonprofit board members and what it means to be a “best practicing” board. Even experienced board members will gain something from a refresher course and an update on what has changed in the nonprofit world.
5) Get new board members engaged immediately by giving them an assignment. One of the common complaints we hear from board members is that they are bored. Bored??? How is that possible?
Oh, and yes, it’s o.k. to pressure NorthSky to help more. It does motivate us to look for creative solutions to your problems.
Any other suggestions about board recruitment to share?
Showing posts with label board development. Show all posts
Showing posts with label board development. Show all posts
Wednesday, January 13, 2010
Thursday, November 19, 2009
Strong Governance Relies on Board Chair/ E.D. Partnership
As the NorthSky team considers strategies for strengthening nonprofit governance, a key success factor has emerged in our thinking: the relationship between the board chair and executive director. During a professional development session this week, the speaker cited Peter Drucker (ahhh... remember him?) and his six characteristics of exceptional nonprofits. Near the top of his list is a strong board chair/executive director relationship. He specifically describes a positive working relationship with trust, adaptability, and flexibility. We’ve certainly seen the wisdom of this play out in our own northern Michigan nonprofits.
Developing an excellent board is an ongoing process. While many organizations are looking for a quick fix (maybe out of immediate need), their efforts may be doomed until they realize the necessity to build and nurture the relationships between the board and E.D./senior staff. As with the complexities of any relationship, it is an investment of time for those involved. That time investment, though most likely competing with other priorities, is essential. I remember seeing a statistic that many executive directors spend 35% of their time working with their board. To me that is a numerical representation of the importance of the relationship. It is fairly representative of the amount of time I've spent as an executive director in past roles. I figured I was at about 30-35%.
While there are competing challenges and priorities, these challenges reinforce the need to have a high-quality relationship between the board and E.D./senior staff. Nonprofits need a board that knows its work, the needs of the organization, has a manageable job and tools to facilitate their work. They should also enjoy the relationship so that their time spent with the organization is a priority both because of their passion for the mission but also because it is enjoyable. It isn't to say that the board doesn't do hard work but it is how they feel about doing the work-its importance, pride, sense of accomplishment, sharing, laughing together, etc.; it's a complex relationship.
Some of the tools that can be helpful include board development plans, board self-assessments, orientations, board manuals, board commitment letters, empowering board leadership and board agendas and continuous reinforcement of the work of the board. None of these individually, or collectively, are the answer but they can be useful in helping the board systematically consider what it's work is, how well it is doing it, what professional development it desires, etc. I've also been thinking about a peer cohort group of board presidents. . . .
Let me know your thoughts.
Debbie McKeon
NorthSky Executive Director
Developing an excellent board is an ongoing process. While many organizations are looking for a quick fix (maybe out of immediate need), their efforts may be doomed until they realize the necessity to build and nurture the relationships between the board and E.D./senior staff. As with the complexities of any relationship, it is an investment of time for those involved. That time investment, though most likely competing with other priorities, is essential. I remember seeing a statistic that many executive directors spend 35% of their time working with their board. To me that is a numerical representation of the importance of the relationship. It is fairly representative of the amount of time I've spent as an executive director in past roles. I figured I was at about 30-35%.
While there are competing challenges and priorities, these challenges reinforce the need to have a high-quality relationship between the board and E.D./senior staff. Nonprofits need a board that knows its work, the needs of the organization, has a manageable job and tools to facilitate their work. They should also enjoy the relationship so that their time spent with the organization is a priority both because of their passion for the mission but also because it is enjoyable. It isn't to say that the board doesn't do hard work but it is how they feel about doing the work-its importance, pride, sense of accomplishment, sharing, laughing together, etc.; it's a complex relationship.
Some of the tools that can be helpful include board development plans, board self-assessments, orientations, board manuals, board commitment letters, empowering board leadership and board agendas and continuous reinforcement of the work of the board. None of these individually, or collectively, are the answer but they can be useful in helping the board systematically consider what it's work is, how well it is doing it, what professional development it desires, etc. I've also been thinking about a peer cohort group of board presidents. . . .
Let me know your thoughts.
Debbie McKeon
NorthSky Executive Director
Subscribe to:
Posts (Atom)
