New Year’s Resolutions for Nonprofit Leaders (That Might Actually Stick)

January is the season of fresh starts, lofty goals, and bold declarations. In the nonprofit world, that often translates into resolutions like “We will finally meet the budget,” “We will serve more people,” or “This will be the year everything magically feels less hard.”

Those are worthy goals. But if history tells us anything, it’s that hitting those outcomes requires more than grit and caffeine.

So instead of focusing only on what you want to achieve this year, I want to suggest a few resolutions that focus on how you lead. These won’t just make your year more enjoyable—they’ll actually help you get closer to those big, ambitious goals.

Here are a few nonprofit-leader New Year’s resolutions worth considering:

1. Commit to balance (or something resembling it)

You’re no good to your organization if you’re completely burned out, chronically stressed, and one minor inconvenience away from tears. This doesn’t mean bubble baths fix everything—but it does mean protecting your energy, setting reasonable boundaries, and acknowledging that rest is a leadership skill.

2. Tell thoughtful stories—not just impressive statistics

Yes, the numbers matter. Funders love them. Boards ask for them. But people connect with stories. Make a resolution to tell fewer “look how busy we are” stories and more “here’s why this work matters” stories. Bonus points if they include nuance, dignity, and real humanity.

3. Really connect with your agency’s “friends”

You know the ones—donors, volunteers, partners, staff, community champions, etc.. This year, aim to move beyond transactional relationships. Fewer mass emails, more genuine check-ins. Fewer asks, more listening. People don’t want to feel like an ATM; they want to feel like they belong.

4. Reflect on why you got into—and stay in—this work

Nonprofit leadership can quietly turn passion into obligation. Make time to revisit your “why.” What pulled you into this work in the first place? What still keeps you here? Reconnecting with that purpose can be grounding on the days when the spreadsheet wins.

5. Celebrate small wins (even when the big win isn’t here yet)

Did a board member step up? Did a program participant have a breakthrough? Did a meeting end early? Celebrate it. Waiting for the big milestone often means missing the momentum built by small, meaningful progress.

6. Focus on culture, not just output

Culture isn’t a “nice to have.” It’s the invisible force shaping how your team shows up every day. Make 2026 the year you pay attention to how people feel at work—not just what they produce. Healthy culture fuels sustainability.

7. Outsource the stuff you’re not good at—or simply don’t have capacity for

You do not get a gold star for doing everything yourself. If there are tasks that drain you, distract you, or consistently fall to the bottom of the list, consider outsourcing them. Your time is valuable, even if the nonprofit sector sometimes pretends otherwise.

8. Delegate like you mean it

Delegation isn’t dumping tasks and disappearing. It’s trusting others, setting clear expectations, and letting people grow. This year, resolve to stop being the bottleneck. Leadership isn’t about being indispensable—it’s about building capacity beyond yourself.

None of these resolutions require a new grant, a bigger staff, or a miracle. They don’t even require a whole bunch of extra time. What they do require is intention, reflection, and a willingness to lead differently.

And if nothing else, may this be the year you stop expecting yourself to be a superhero and start leading like a human.

Finding balance in the nonprofit sector can be challenging. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss goals that will make your life as a nonprofit leader easier! 

 

Kim is a mom, lover of being active and the outdoors, and helper of nonprofit leaders.
kim@athena-coco.com 

Inviting & Onboarding New Board Members

This is the fifth article in this six-part series outlining my nonprofit board development process.

  • Article 1 focused on clarifying what your organization needs from its board.
  • Article 2 explored setting expectations to guide and hold members accountable.
  • Article 3 talked about determining where a prospect is on the casual – connected – committed continuum, and where to find them. 
  • And in Article 4 we dug into recruiting, vetting, and tracking our board prospects. 

Now that you’ve identified and vetted your top prospects, it’s time to invite and onboard them. How you handle this step will make or break your relationship with each new board member.

 

Make It Official

Joining a board is a big deal! And it should be treated that way. The invitation should match the level of importance that this role warrants. That means that the process should be more than just asking – “So do you want to join?” A professional process helps signal that this isn’t just another volunteer role — it’s a governance commitment.

First and foremost, a formal recommendation needs to be made to the board. If the entire board has not had the opportunity to meet the candidate, then the recommendation should be accompanied by a bio and/or resume sent out in advance. 

If the board decides not to invite a prospect to join, follow up with a personal phone call. Whether the timing isn’t right or the fit isn’t ideal, communicate respectfully and reflect your organization’s brand in every interaction.

When the board does approve a prospect, an official invitation should be extended. Every board has their own style, but a personal phone call followed up by an email or written invitation is a standard minimum expectation. 

This is a good point to collect a headshot and request some personal information. Using an “All About Me” form of some sort (sample 1 & sample 2) to learn about the individual, their family, connections, interests, pets, favorite snacks, preferred ways to be recognized, and more is a great practice! Some agencies tie the “get-to-know-you” to their mission. For example, an organization dedicated to literacy may ask for the new board member’s favorite children’s book. 

Once you have collected information about your newest board member, you can make an engaging announcement. At the minimum you will want to officially announce the addition to your board. You may also want to make an agency-wide introduction, or even share with your community. Newsletters, press releases, marquees, posters in your facility, your website and social media are just some of the opportunities to get the word out about your newest board member. 

 

Welcome

Once you have officially invited them on, they have accepted, and you have introduced your new volunteer, you will want to make them feel genuinely welcomed and equipped to succeed.

At their first board meeting, dedicate a little extra time for introductions and relationship-building. Maybe include special treats or activities. For example, you may want to do a recap of the committee structure, key strategies, or significant board initiatives. Intentionally including a small group activity is a low-key way to connect new people with existing volunteers. 

A “board buddy” or mentor is another way to ensure that your new member feels welcome and connected. This can either be informal or a very structured program. For success it’s important to establish clear expectations and requirements. For example, one organization pairs each new member with a long-serving board member for their first six months. They sit together during meetings, meet for coffee once between meetings, and check in via text after each board packet is sent out.

The welcome will set the tone for the board culture and what your newbie can expect. Designing a highly engaging welcome sends a clear message: you’ve been invited to contribute and make an impact. Finally, ensuring that the initial meeting includes at least one high-level, generative discussion communicates the elevated focus of work that can be expected from the board. 

 

Orient & Educate

Board Orientation is the piece that most organizations first think of when they talk about on-boarding. It’s also something that many agencies struggle with. It can be difficult to know how much or how little to share, how best to deliver, who to present, the amount of time to dedicate, and more. Every organization has different needs, so there is no cookie cutter plan that works for everyone. 

As you start to develop your plan, consider what your new members need to know right away. What are the most important things they will need in order to be engaged and start contributing? Are there less urgent components that can be distributed in a binder or down the road as they get acclimated? 

WHAT TO INCLUDE

Ideally, on day one your new recruits have everything they need in order to be an effective governance volunteer. The reality is that there is so much to know and time is always limited. You don’t want them to feel like they are drinking from a firehose, but you also don’t want them to feel lost and like they can’t effectively contribute. It’s a balancing act. 

The first step in developing your Board Orientation is to determine WHAT information your board needs to know. Common content includes:

  • Agency history, mission, vision, values, etc.
  • Strengths and challenges facing the organization
  • Nonprofit board duties, roles, and responsibilities 
  • How to be a great board member
  • Key points from the ByLaws, and how to access them
  • Industry “big picture,” agency connection
  • Staff and board leadership introductions 
  • Agency structure, programs, services, impact, etc.

There may be additional content that makes sense for your unique organization or cause. Try to think of everything a board member could possibly want or need to know. Surveying veteran board members or engaging them in the curriculum development process is a great way to understand what they wish they had known when they started. 

HOW & WHEN TO DELIVER

After you have determined everything your new volunteer needs to know, you may realize that it’s going to be difficult to deliver all of this information quickly and effectively. You can compile everything into a board manual and ask them to review it — and a few might actually do that. 

Different learning styles should be considered. Not everyone learns well by reading. So a board manual, no matter how comprehensive, cannot be your only plan for orientation. Using a mix of delivery methods will lead to better content retention.

In addition to a comprehensive board manual, it’s recommended that you hold a live training to go over the key components. This is best delivered in-person, but if geography makes that challenging or even impossible, an online event will do just fine. 

Determine the most important things you need your governance volunteers to know right away. At a minimum, this will probably include your cause, mission, programs or services, board member duties + roles + responsibilities, and introductions to board members and key staff. There is likely other stuff that is unique to your organization and highly relevant. That is what you include in your orientation. 

It’s best to have as many different presenters share information as possible. This exposes the new member to the different players – board chair, vice-chair, executive directors, committee leaders, etc. It also gives several different perspectives and develops leadership skills in your board members. 

After you determine what content to include, you need to figure out the logistics. Ideally all of your board members will want to be involved in this event. It’s a great refresher for everyone and a wonderful welcome for your new people. The reality is that different boards have varying comfort levels for the amount of time and energy they are willing to commit to this event and even to the board. Some will be fine with a few hours in an evening or on a Saturday morning. Others will merely tolerate an extra hour before or after a board meeting. 

Similar to the rest of the onboarding process, you want to make this a special event. Regardless of the format, timing, and who all will attend, make sure that invitations go out well in advance, the schedule is clear, and incorporate a social or relationships building component. You’ll also want to include refreshments, professional materials, and nametags or name tents. 

AFTER ORIENTATION

Not everything can be crammed into the board orientation. So even after the orientation, there is going to be information you still want to deliver. As noted above, you can (and should) compile materials into a board binder or online system. A board binder is great for reference, but not the best tool for teaching.

Some other ideas for ongoing training include:

  • Regular emails with mini training messages
  • A drip campaign of videos or podcasts that deliver content
  • Incorporate education into the regular board meetings 
  • Use the mentor or board buddies to deliver information one-on-one
  • Assign each board member different topics to cover one-on-one with the new folks

 

Ongoing Support

Onboarding doesn’t end after the new member attends their first meeting or the orientation. To truly help a newbie feel comfortable, the focus on relationships, and support needs to continue. Some of the components already covered can help with this. The board buddy program, ongoing training plans, and using the All About Me information can help. 

It’s also a great practice to plan for regular check-ins, not only with new board members, but also with the existing ones. Touching base with each of them every 2 to 4 months is a good practice. It doesn’t have to be an hour long meeting or anything super involved. Just a phone call to answer questions, thank them for their contributions, and do a temperature check. It’s a simple gesture that will do a lot towards relationship building and helping board members feel valued. 

I’ve heard from several organizational leaders who are frustrated with bringing on new board members, only to have them leave after a couple of months. It’s understandable to be frustrated by that. You work hard to recruit, you pour energy into relationship building, and you think you’re set for a while. Then BAM! You have to start over. 

Rather than being frustrated, consider these two alternatives. First, if they flake out or quit or decide they cannot commit to the expectations, it’s best to learn this early in the process. That situation is far better than dealing with the annoyance of having a board member who is there in name only – not replying to emails, not coming to meetings, and not contributing in any meaningful way. 

The other thing to think about is whether this person was onboarded in a way that would make them want to stay. Before you write off a new board member who drops out, ask:

  • Were they professionally invited to join?
  • Were they formally introduced to the organization?
  • Were they made to feel welcome and valued?
  • Were they given the tools needed to understand their role?
  • Were they supported as they settle into their role? 

If not, what could be done to make sure the next new recruit will want to stay, engage, and help make the world a better place? 

 

Up Next

This is the second to last article in this series. In the final article, we’ll explore how to engage board members in ways that are personally meaningful to them and strategically beneficial to the organization — the true key to board retention.

Every nonprofit is different and has unique needs and challenges when it comes to onboarding governance volunteers. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss ways to advance your Board of Directors and the work of your agency.

Kim is a mom, lover of being active and the outdoors, and helper of nonprofit leaders.
kim@athena-coco.com 

Recruiting, Vetting, Tracking: Building A Board with Intention

Welcome to the fourth article in this six-part series outlining my nonprofit board development process.

  • Article 1 focused on clarifying what your organization needs from its board.
  • Article 2 explored setting expectations to guide and hold members accountable.
  • Article 3 talked about determining where a prospect is on the casual – connected – committed continuum, and where to find them. 

Now that you’re clear about your Ideal Board Profile, your expectations, and where to look for your hot, warm, and cool prospects, the next logical step is to figure out what to do with those individuals you’re interested in recruiting and vetting.

One Coffee Meeting Isn’t a Strategy

Let’s name it: many organizations rely on a single, informal strategy to recruit board members. Too often, that strategy is something like: “the Executive Director has coffee with someone and then invites them to join the board.”

And yes – coffee can absolutely be part of a successful cultivation plan. But it shouldn’t be the only strategy. A strong recruitment process is thoughtful, varied, and relationship-based. It offers multiple opportunities for prospects to engage with your mission, your team, and your work before any invitation to serve is extended.

Depending on your mission, you may have plenty of natural on-ramps for engagement – or you may need to get creative. Either way, this phase is about intentionally deepening relationships, gathering insights, and laying the groundwork for informed board invitations.

 

Deepening Relationships: From Casual to Committed

Let’s break down the process of moving prospects along the continuum from casual to connected, and then to committed. This article doesn’t focus on moving people from “clueless” to “casual” – that’s really a marketing conversation. Instead, we’ll start with prospects who already have some awareness that your organization exists.

From Casual to Connected

Casual prospects might be:

  • On your newsletter list
  • Friends, neighbors, or vendors
  • Occasional attendees at community events
  • Social media followers who occasionally comment or share

Your goal with casual prospects is not to make a hard sell for board service. It’s to educate, build trust, and invite light-touch participation that draws them deeper into your mission.

Some examples:

  • Invite newsletter subscribers to make a specific in-kind donation.
     Example: A domestic violence shelter might host a winter coat drive.
  • Host an event designed to share your work.
     Example: A historic preservation foundation could offer a public presentation about upcoming renovations.
  • Offer regular tours or informal gatherings.
     Example: An animal shelter might hold a weekly “Yappy Hour” where guests can play with animals and meet staff.

Here’s the key: These interactions aren’t passive experiences. Staff and board members should be intentional – trained to listen for interest, ask good questions, and take note of promising prospects who align with the board’s current needs.

And importantly, these experiences should not just deepen relationships with a staff person. They should connect the individual more meaningfully with the organization as a whole. The prospect should walk away with a sense of your organization’s culture, values, and impact – something bigger than one person or one conversation.

From Connected to Committed

Connected prospects have already taken a few steps toward engagement. They might:

  • Attend events or fundraisers
  • Donate regularly 
  • Volunteer in programs or for events
  • Follow your work with genuine interest

These individuals already care. Now your job is to nurture that care and explore their potential for greater involvement.

Here are some ideas:

  • Invite them to coffee or lunch with the Executive Director or a board member. Not to pitch them for the board, but to learn more about them and share more about your mission.
  • Ask for help with a meaningful but manageable task. People feel more committed when they can contribute their time and talents in a way that matters.
  • Offer a personalized tour or an insider experience. Seeing your work up-close builds deeper connection and often sparks curiosity.
  • Invite them to serve on a short-term committee or task force. Choose something that matches their skills or interests.

Each of these strategies serves two purposes:

  1. Deepen the relationship.
  2. Offer real insight into how the prospect shows up – how they think, work with others, communicate, and follow through. That information is invaluable for your vetting process.

And again, think beyond a single relationship. How can this person feel connected to the organization – not just the Executive Director or a charismatic board member? In healthy board cultures, people stay connected because they care about the mission, the impact, and the team.

 

Vetting: From Committed to Board Member

Once someone is clearly invested – talking about your mission in the community, showing up consistently, supporting in multiple ways – it’s time to seriously consider them for board service. But remember: not everyone who’s deeply committed should serve on your board!

After you’ve built a foundation of relationship and engagement, vetting ensures that your decision to invite someone onto the board is grounded in intention – not desperation.Vetting helps you evaluate whether a prospect is ready and right for board service at this time. It also gives your team a shared framework for making informed, unbiased decisions.

Here are five key areas to consider during vetting:

1. Alignment with the Mission

  • Do they care deeply about your cause?
  • Have they shown interest over time (not just in one conversation)?
  • Can they speak about your work in a way that’s passionate and informed?

In-Action Example: During a one-on-one conversation, ask them to describe why they’re interested in your organization. A strong candidate will talk about their personal connection to the mission or their passion for your impact – not just board service in general.

2. Ability to Meet Board Expectations

  • Have they reviewed your Board Expectations (from Article 2)?
  • Do they have the time, energy, and resources to contribute meaningfully?
  • Are they willing to engage in fundraising, governance, and strategic thinking?

In-Action Example: Send them your Board Expectations document ahead of time, then discuss it together. Ask how they’ve navigated similar responsibilities in the past. Listen for thoughtful questions, openness, and any signs of hesitation – especially around time, fundraising, or fiduciary duties.

3. Fit with Current Board Composition

  • What perspectives, skills, or lived experiences do they bring?
  • Do they help fill gaps identified in your Ideal Board Profile (Article 1)?
  • Will they complement your existing team dynamics?

In-Action Example: Discuss the culture of the board and the intentional ways it is being shaped. Ask about what they look for in a team culture and how they see themselves supporting the one that has been created. 

4. Leadership and Follow-Through

  • Have they demonstrated follow-through in prior engagement (e.g., showing up to events, completing volunteer tasks)?
  • Are they reliable, respectful, and collaborative?

In-Action Example: After a meeting, follow up with a small task or resource (e.g., “Would you mind sending a short bio I can share with the committee?” or “Let me know if you’d like to review our financials before we reconnect.”). Notice whether they follow through promptly, ask questions, or leave it hanging.

5. Red Flags or Cautions

  • Are they overly critical of the organization without offering solutions?
  • Do they dominate conversations or show signs of being difficult to collaborate with?
  • Are there signs they’re seeking board service for prestige, not service?

When you are in need of board members, it can be difficult to consider turning someone away who is interested in serving. It feels like looking a gift horse in the mouth. Yet there is little value in filling a board slot with someone who doesn’t meet your needs, is not willing to fulfill your expectations, or who disrupts the culture of your board. 

📝 Pro Tip: Consider creating a brief evaluation form or scorecard for your board development committee or leadership team to use consistently across all prospects. It doesn’t need to be rigid—but it should help ground your conversations in shared values and expectations. Here is a sample Board Prospect Vetting Worksheet to get you started. 

 

Tracking: From Chaos to Clarity

Without a system for tracking your board prospects, you’re just relying on memory and scattered notes. A good tracking system helps you:

  • Avoid losing track of promising prospects
  • Prevent duplicate or premature asks
  • Monitor engagement over time
  • See the bigger picture of your board pipeline

At minimum, your tracking system should include:

  • Name and contact info
  • Where they are on the continuum: Casual, Connected, or Committed
  • Engagement activities to date: Tours, events, volunteer tasks, conversations
  • Notes on interests and skills
  • Board readiness status: Not ready, Ready for cultivation, Ready for ask
  • Assigned point person: Who’s nurturing the relationship?

You can use something as simple as a shared Google Sheet (here’s a sample), or as robust as a CRM (customer relationship management) platform. The goal is to make the invisible visible – to keep your board-building work intentional and forward-moving. 

Whether you’re just getting started or looking to upgrade your system, here are a few free or low-cost platforms that can support your tracking efforts:

  • Google Sheets + Google Forms – this free and simple platform is a great place to start if you are moving from having no system at all to wanting to put some structure to your tracking. Great if you are already using Google products. 
  • Airtable – combines spreadsheet functionality with database power. Good for small teams who want flexibility without technical support. Free for teams up to 5 users. 
  • HubSpot CRM – you can create different pipelines for different engagement strategies, such as casual – connected – committed. You can also assign owners, track communications, and log tasks. It’s free and can include automations or integrations with email. 
  • Trello – I use this system for tracking projects and relationships. It’s easy to move people along to different stages and include notes. This is free for the basic product and works great for us visual folks! 
  • Bloomerang Lite – is free for small nonprofits. It offers donor and volunteer tracking with engagement history and segmentation. Great for those organizations that foresee growing into needing a full fundraising CRM in the near future.  

 

Bringing It All Together

When you combine relationship-building, vetting, and tracking, you create a thoughtful, mission-centered pipeline for board development. You stop relying on luck or last-minute recruiting and instead start building a board that is aligned, prepared, and positioned to lead your organization well.

In the fifth article in this series, we’ll explore Making the Ask & Onboarding. This will include how to formally invite someone to serve on your board and welcome them into your organization in a way that is clear, inspiring, and sets the tone for success.

Because once you’ve invested in cultivating, vetting, and tracking a prospect, the invitation should feel like the natural next step – not a leap.

 

Every nonprofit is different and has unique needs and challenges when it comes to finding governance volunteers. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss ways to advance your Board of Directors and the work of your agency.

Kim is a mom, lover of being active and the outdoors, and helper of nonprofit leaders.
kim@athena-coco.com

Where to Find Your Ideal Board Prospects

This is the third article in a six-part series outlining my nonprofit board development process.

  • Article 1 focused on clarifying what your organization needs from its board.

  • Article 2 explored setting expectations to guide and hold members accountable.

With those foundations in place, you’re now ready to start identifying the right people. This article will walk you through how to strategically find and connect with board prospects who align with your mission and needs.

As an agency, once you are clear about your Ideal Board Profile and your Board Expectations, you probably want to start putting these tools to good use. This article will help you figure out where to start looking for these folks and how to find the right board prospects for your organization. 

This is probably the biggest question I get around Board Development: “Where do I find good board members?” While there is no secret pool of great board prospects. There are, however, strategic ways to go about what I call “friend-raising.”

What is “friend-raising,” you ask? It’s thoughtfully connecting people to your organization and your mission, ie: creating “Friends” of your nonprofit. These Friends could be potential donors, participants, partners, volunteers, staff, and yes, future board members. It is thoughtful and intentional relationship-building, tracking, and connecting people to your cause. And that is the foundation of board recruiting. 

Before we jump into where to find your amazing new board members, I’d like to emphasize the fact that you are initially seeking board prospects, NOT board members. It’s important to start thinking about people as prospects, those who you are considering and vetting as potential board members.

Often we go into board recruiting thinking that anyone who shows interest in joining our board and has a pulse is welcomed in, without sufficient vetting. Trust me, I have made this mistake! Then I ended up with people who had their own agendas, were not a fit with the board, or who were not a good representative for the organization.

Additionally, sometimes the Friends we engage with have potential to be board members, but the timing might not be right. Or maybe they need to further develop their relationship with your agency. That doesn’t mean that it is not a valuable relationship to nurture. 

You have already done some great work towards qualifying your prospects by clarifying what you need and expect from your board members. Those tools are great to use as you are recruiting prospects (Friends). It weeds out the people who you don’t need or who are not willing to meet your expectations.

In this article we’re going to go through a three pronged approach to sourcing people who might be a good match for your board. The idea is to constantly have a focus on “friend-raising” so you always have potential board members to vet, engage, and maybe invite to serve on your board. 

 

Friend-Raising

Connecting people to your work, or “friend-raising” is a significant component of creating a healthy and impactful nonprofit organization. It’s about creating relationships with potential volunteers, partners, advocates, storytellers, connectors, clients, staff, and more! 

The cool thing about “friend-raising,” beyond just board recruiting, is that if someone doesn’t fit what you need on your board, they may be a good Friend of the organization in a different way. Maybe you bring them in as a program volunteer or a donor. Then down the road, the timing may be better for them to consider serving on your Board of Directors. 

“Friend-raising” is about creating Raving Fans, which is a concept from a book with that name by Ken Blanchard and Sheldon Bowles. While the book is really about customer service and marketing, it applies beautifully to nonprofit leadership. 

Creating “Raving Fans” (or Friends) involves categorizing all of the people in your service area into four different groups: confused/clueless, casual, connected, and committed.  

  • Confused/Clueless – Unaware or misinformed about your work

  • Casual – Knows a little about what you do

  • Connected – Appreciates and perhaps engages with your work

  • Committed – Actively supports, donates, volunteers, and advocates

Especially if you are just getting started, most people are probably going to fall into being CONFUSED or maybe completely CLUELESS about the work you do. Some of them may have a CASUAL awareness of your organization. Meaning they have heard of you and maybe know a little bit about what you do. Hopefully there are people in your service area who are CONNECTED to your agency. These people are familiar with your work, appreciate it, and possibly even engage with it. 

And then there are the lucky ones who are COMMITTED to the success of your agency,  your work, and your impact. They tell others about your amazing work. Maybe they are already donating or volunteering in a program or event capacity. And they are the ones who understand how vitally important your work is to the community. These folks are already Friends of your organization. And this is the goal – to get more and more people COMMITTED to your agency, your work, and your mission. 

The idea is that you want  work to move people from CONFUSED to CASUAL, CASUAL to CONNECTED, and CONNECTED to COMMITTED. As you think about yourself personally, you probably see yourself somewhere on this continuum. Hopefully CONNECTED or COMMITTED!

In addition to the book Raving Fans, I want to talk about how this can also be compared to Simon Sinek and his “Start with Why” theory. 

 

Start With WHY

If you are familiar with Simon Sinek and “Start with Why,” the concept of “friend-raising” is similar to his Golden Circles. In it he says that “people do not buy what you do, they buy why you do it.” 

The people who are your closest organizational Friends are probably ones who have successfully moved to the center of this circle. They do not just buy into the programs you deliver or the way that you impact your community. They are there because they believe in your vision for a better future. 

 

Board Activity

If you currently have an active board, this could be a great engagement activity to do with them. Have them either read the book Raving Fans (it’s a super fast read) or watch the Simon Sinek video. Then facilitate a conversation around questions like:

  • Who are our customers? Who are “Friends” of our organization? 
  • Who falls into the different categories for your organization
    • Who is clueless or confused about what you do?
    • Who has a casual relationship with your organization?
    • Who is connected to the work? 
    • Who is truly committed to your cause? 
  • What systems could be put in place to move people from one category to the next?
  • How is this information tracked? 

Doing this exercise can help you get an idea of what prospects you already have and where to start with your “friend-raising.”

You might also want to start to think about a system that you can use for tracking your “Friend prospects.” Article 4 in this series will dig deeper into tracking, but you can certainly start thinking about it now and putting your people into categories. 

 

Sourcing Prospects

Hopefully what we have talked about so far has helped you frame a mindset around finding prospective board members. They are prospects first, until you have decided that they are a great fit for your board. Keeping in mind that those Friends who are not a good fit for your board at this time, can bring great value to your organization in other ways.  

Nonprofit leaders often ask me to find good board members for them. Unfortunately, that’s not how it works. Not only do I NOT have an endless supply of people just waiting to be asked to serve on a board; if I recruit a prospect for you, their relationship will be with me, not with you or your organization. 

Rather, I work with organizations to help them determine the best sources where THEY can find prospective Friends for their organization. It’s similar to the idea of teaching a person to fish vs just giving them a fish.

Three Pronged Approach

I like to use a three pronged approach, which consists of:

  • Hot prospects = Low-hanging fruit
  • Warm prospects = Logical connections
  • Cold prospects = Shotgun approach

Depending on the organization, it usually makes sense to put some effort towards each of these approaches; rather than choosing just one strategy. As you implement these efforts, you may find that one or two work better for you than the others. If so, you will want to put more energy towards what is working.

Hot Prospects

Your “Hot Prospects,” or low-hanging fruit are already Friends of your organization, who know you/your work. They may be participants, members, involved with partner organizations, friends or colleagues, donors, vendors, etc. 

Identifying your Hot Prospects involves thinking about the people who are already your  Friends in a different light.

  • Is the program volunteer who helps in your food pantry someone who could provide governance leadership?
  • Does the guy who prints your intake forms have interest in getting more involved in his community?
  • That friend who always asks about your work – do they have potential to be a great board member?
  • Are there past participants who could make valuable contributions? 

This strategy of identifying board prospects involves taking everyone you can think of who has any relationship to your organization and listing them out. Then determine if they have a casual, connected, or committed relationship to your work. You may also want to code them based on what you believe their potential is for moving them towards becoming a committed organizational Friend. 

Warm Prospects

“Warm Prospects” are people who don’t know your work very well yet, but probably should. The idea with this strategy is to get in front of individuals or groups of people who could or should care about your work. 

  • They may be community leaders or elected officials who should know how your agency is benefiting the community.
  • Service clubs or breakfast clubs are often committed to strengthening the community and teaming up with agencies committed to doing the same thing. 
  • People who work for partner organizations or companies committed to community engagement could also fall into this category.

What are the companies, organizations, clubs, trade organizations, or other groups of people who could or should care about the work you are doing in your community? For example, if an agency teaches girls self-confidence through running, opportunities for storytelling could include running clubs or teams, women’s groups, retail stores that sell running shoes and apparel, and race event companies.

Those are all good opportunities because the people involved with these entities likely enjoy running and/or supporting youth development in girls. The businesses may also benefit from developing more passionate runners who could be future customers or team members. 

The first step with this strategy is to think creatively about those groups, clubs, businesses, teams, etc. that may attract the kind of people who would likely be passionate about your cause. Get in front of those groups! Tell your story. Then pay attention to who shows interest in what you have to say and add them to your “friend-raising” list. We delve more into recruiting in article four. 

This strategy may be very specific to your industry. If your work is in the medical field, you’ll likely look towards health related venues. Which could include events, conferences, professional organizations, and more. A brainstorming session with your current board on where these people could be found is a great exercise.

Cold Prospects

“Cold Prospects” often fall into the “clueless” category of Friends. They don’t know about you, or if they do know of you, they don’t really understand your work. The term “shotgun approach” refers to getting the word out indiscriminately; using breadth, spread, or quantity in lieu of accuracy. 

Depending on your cause and resources, this strategy can be a more difficult strategy. At the same time it can generate interest from people who are looking to get involved, but don’t know how or where to go.

A common way to capture these people through advertising. Some options include: newspaper, newsletters, social media, billboards, direct mailing, etc. These options can be expensive or require a lot of time commitment, making them inaccessible for many nonprofits. 

Still time consuming, but often less expensive options include putting fliers up at the library, coffee shops, grocery stores, etc. Having a presence at community events, festivals, farmers markets, and the like would also fall into the cold prospects category.

Posting on your social media sites or promoting through your eNewsletter is a tactic that can serve to bring awareness to your needs. Many of the people in those spaces may already have a casual or connected relationship with your agency, and intentional messaging could serve to draw them in and increase their engagement.

A slightly more targeted approach is to use online search connectors. These are systems specifically created to help connect people with causes. While I still consider these options to be a “shotgun approach,” I know of organizations that have found great volunteers through these strategies. 

As stated, reaching your clueless or confused prospects can consume a great deal of time and financial resources. In marketing they say that someone needs to see a message seven times before they will respond to it. At the same time, in addition to “friend-raising,” these tactics also help to educate people about your organization and the important work you are doing!

 

When planning your board recruitment strategies it’s a good idea to dedicate a portion of your time to each of these three prospect sources. But don’t feel like you have to do everything at once! Do a little trial and error with different options in those three categories. As you work on each, you will learn which ones work best for your organization. 

 

Final Thoughts

As you start thinking about “friend-raising,” rather than just board recruiting, you’re likely to discover many good Friends who can help advance your work in different ways. Building a strong board starts with building strong relationships. Focus on nurturing connections first — and your pool of qualified, committed board members will grow naturally from there.

When you are ready to begin identifying prospects and sources for prospects, this worksheet can help guide your conversations.

If you haven’t already, now is a good time for you to put your board needs and expectations to use by creating a description for the board position(s) that you have available. A position description can be used to post to online volunteer job boards, to create fliers to put up around your community, or to share with colleagues. 

This article has been about where to find the people who have “friendship-potential” with your organization. The next one will dig into how to deepen your connection with these prospects and vet them fit to your agency. 

 

Every nonprofit is different and has unique needs and challenges when it comes to finding governance volunteers. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss ways to advance your Board of Directors and the work of your agency.

Kim is a mom, lover of being active and the outdoors, and helper of nonprofit leaders.
kim@athena-coco.com 

What Your Organization Needs from Your Board

The first of this six article series talked about getting super clear about what nonprofit leaders need from and on their Board of Directors. The more specific you can get about what you are looking for, the more likely you are to find it. Needs change over time, so this is a conversation that you will want to revisit on a regular basis. 

Before you start recruiting new board members, another very important piece of pre-work is to understand what you need your volunteers to do once they are on your board. As you are going out talking to prospective board members, you need to be able to articulate what you will be asking them to do. It is not fair to a prospect to recruit them into an unclear role. None of us would likely take a paid job without understanding what is expected from us, yet we do it to governance volunteers all the time!

In this article we will dive into creating Board Expectations that are right for YOUR unique organization. 

ByLaws, Duties, Roles, and Responsibilities

Creating Board Expectations is about determining what your agency needs its governance volunteers to do, in order to advance the important work of your agency. 

Board Expectations are different from ByLaws, Board Duties, and Board Responsibilities. All of which are important, but they serve different purposes. 

  • Your ByLaws outline legally how your board needs to function. After you clarify your Board Expectations, you will want to go back and make sure that your ByLaws are consistent with your expectations. 
  • Board Duties are the commitment of the Board to the organization. These are consistent standards for all nonprofit organizations. 
  • And your Board Responsibilities are a high-level description of what the Board does for the organization. These are also pretty consistent among nonprofits, and not specifically tailored to your agency. 

Your Board Expectations are about how you want your board members to act as individuals and as a group on behalf of your unique organization. 

Value of Creating Board Expectations 

Many agencies use the duties, roles, and responsibilities as their board expectations. That’s a good start, but let’s look quick at the value of establishing expectations that are specific to your organization:

  • People know what is expected of them. Prospects and board members will not know what your organization needs if you don’t know!
  • Once established, this can be a tool used for recruiting new board members. 
  • No one is born knowing how to serve on a board. If you have a smaller nonprofit, you are likely recruiting board members who have never served on any board. They need help understanding their role. Even if they have served before, the needs of your organization might be much different than the needs of another. Being clear up front about the expectations can lead to better success with bringing on people who will be committed to the work and stay.  
  • Just like with staff, it’s easier to evaluate and hold people accountable when they know what is expected of them. This tool can be used for an annual evaluation to track the effectiveness and quality of your board. 
  • When the board is involved in developing the expectations (and I think that they should be) they will have a strong commitment to them; as well as a greater understanding of their role and the needs of the organizations.

Next let’s get specific with creating expectations that are right for your unique board. 

Board Expectations

Now we are going to explore seven general categories of expectations to consider. This is not a magic number, and these categories are not set in stone. It’s fine if your agency ends up with more or fewer or different ones. The categories are mostly to get you thinking intentionally about your agency needs. It’s up to you and your board to determine what is right for your organization; as well as how detailed and specific you want them. 

These categories are in no particular order:

  • Attendance / Time Commitment
  • Partner with Executive Director
  • Conduit to the Community
  • Fiduciary Governance
  • Intellectual Contributions 
  • Mission & Outcomes Focused
  • Fundraising & Storytelling

We’ll dive into each of these individually, to give you an idea of things to think about. 

Attendance / Time Commitment

Prospects need to know – up front – if the needs of your organization align with what they can commit to. Time commitments are often the first thing people ask about when they are considering serving on a board. 

Some of the things to consider in this category:

  • Board Meetings – days, times, frequency, and expected attendance.
  • Terms – How long? How many can they serve? Do full terms start in a certain month?
    • Terms are probably outlined in your ByLaws. It’s good to include here too, since volunteers will likely look at this document more than they ever look at your ByLaws. Just make sure the two listings are consistent! 
  • Additional time expectations outside of Board meetings: committees requirements, annual meetings/planning events, programming, community events, etc.
  • Some boards will include the number of hours the volunteer is expected to commit to the organization each month. 
Partnership with Executive Director 

The board and the Executive Director work together to drive the impact of the organization. Board members who do not show up with a partnering mindset actually hurt the organization. Some things you may want to consider spelling out in this section are: 

  • Passionately execute tasks that are assigned and complete them by the deadline.
  • Give your best effort to improve the organization.
  • Lead or work on strategies that will advance the work of the organization.
  • Be available to consult with the Executive Director as needed.
Conduit to the Community

One of the most valuable components of being led by a team of board members is that this structure allows the organization to multiply the number of people in the community. I often hear nonprofit leaders say that they are the “best kept secret in town.” And that makes sense. With the hundreds of things on a nonprofit leader’s plate, getting out and connecting with the community on a consistent basis can be difficult, if not impossible. 

That’s where the board can help!

  • They can serve as the eyes, ears, and voice of the organization in the community. 
  • They can represent the organization as ambassadors and active advocates within the community/service area.
  • Some organizations require that a board member find their successor to replace them in the event that they need to step down before their term expires.
  • Your board could be responsible for sourcing opportunities to promote and advocate for the organization.
  • Maybe you want to require that they attend a certain number of community events specifically to promote the agency. You can get really specific about the events, or you can have a committee work on determining the ones where the organization needs representation.  

If your organization is still young, getting the word out might be one of the most important things you can do. People cannot care about your cause if they don’t know about it. The more people you have storytelling, advocating, and listening, the greater the spread of information will be. 

Fiduciary Governance

This is addressed in Board Duties; as well as Board Member Roles & Responsibilities. So it may seem excessive to put fiduciary governance in the expectations as well. But this is a pretty important component of leading an organization, and it is often not well understood. 

Some expectations to establish in this category may include: 

  • Be aware of all financial statements. Not everyone needs to fully understand the ins and outs of the agency finances, but everyone should be able to read them well enough to understand if there are issues to be concerned about. 
  • The Board, the Finance Committee, or at minimum a Finance Chair should take true ownership of understanding the organization’s financials and assets.
  • Review, or have a representative review, the financials a minimum of quarterly (monthly is better!)
  • Advise on annual budget development, approval, and responsible management. 
  • Assist with planning and projecting for the organization’s future financial success. 
Intellectual Contributions

Intellectual contributions are harder to set expectations for, because they are difficult to quantify. That doesn’t make them any less important. Sometimes people do not feel like they have enough knowledge or expertise to contribute. Letting prospects know up-front that they are expected to contribute their ideas can help foster engagement from the start. 

Some things to consider including here are:

  • Pre-read board packets and materials so you can actively participate in discussions. 
  • Arrive at meetings prepared to participate, eager to engage in conversations, and fully present.
  • Provide your fresh ideas and perspectives. 
  • Participate in all meetings and board activities with a positive, solution-oriented mindset. 
  • Have an enjoyable, life changing experience serving on the leadership team (making our world a better place should be fun!)

If someone is just coming and doing a “sit & get,” it’s likely not benefitting the organization. The volunteer is probably not getting much out of it either. And, it may be setting a bad example for other volunteers. This category is intended to help them get the most out of their experience, while supporting the work of the organization. 

Mission & Outcomes Focused

This one is also covered in the Board Roles & Responsibilities. Since the whole reason nonprofits exist is to fulfill their mission, it’s important enough to include here as well. 

Reasonable expectations in this category include:

  • Know and understand the mission, vision, values, structure, policies, programs, and needs of the organization.
  • Take ownership in ensuring the organization is fulfilling its promise of impact.
  • Represent the organization in a manner consistent with our values.

You may want to spell out that apathetic service or procrastination actually hinders the organization’s ability to effectively operate and serve. This category may be more relevant if you are working on fixing problems on your existing board. 

Fundraising & Storytelling

The last category to consider is around telling your story and raising money. Those newer to board work may be reluctant or apprehensive about raising money. Yet it’s unacceptable to have fundraising as an expectation or a need, and NOT tell them upfront. At the same time, you have an amazing opportunity to help volunteers who are new to this work, ease into it with support. 

If your agency fundraises, every governance volunteer should be involved in some way. However, not everyone has to be asking for money. In fact, if someone is terrified to ask for a donation, they probably are not a very good person to have make an ask. There are 4 aspects of fundraising, and I believe everyone can find a way to be involved:

  • Identify prospects
  • Nurture relationships
  • Ask (or help orchestrate an ask)
  • Thank donors!

Some expectations to consider spelling out include: 

  • Give a personally meaningful financial donation to help advance the mission of the organization. If you want or need to, you can specifically spell out the expected amount to be donated. Ex: Dues are $XXXX per year. 
  • Use your network, connections, and circle of influence to move the organization forward, including raising funds. Ex: Secure X# of gifts per year or $XXXX raised per year.
  • Have them speak at their networking or civic groups, or host the Executive Director to these groups.
  • Host a House Party to educate friends, neighbors, and colleagues on the important work of the agency.
  • Invite new people to engage with the organization. Ex: Bring one new person into the organization each month. 

 

As I’ve mentioned, it’s perfectly fine to include some of the items from the Board Duties, Roles and Responsibilities in your expectations, if you want to lift those things up. Remember that once you think through and create really solid board expectations, you will need to go back and review your ByLaws to ensure that they are consistent with your expectations. 

This document can help guide your discussions.

Implementing Expectations

Establishing board expectations is a great idea, but it can be difficult to go from having none to implementing them. Depending on your situation there are different ways to go about rolling this project out. 

If your organization is fairly young and has not yet gotten to the point of having an engaged board, you might just decide for yourself what your expectations are. As you grow the board, the expectations will be established as “the way we do things.” Even with this plan, it’s a good idea to review and update them regularly as needs evolve. 

With a more established board it makes sense to engage them in a generative discussion around what expectations they should be held accountable to. This is a really great project to focus a board on. If done well, it can create incredible buy-in and move the board forward in how they think about their role and what the organization really needs from them.

While a great board activity, this can also be tricky. For example, if the agency really needs to get to the point where everyone on the board is contributing at a certain level, say $100/month, and you have people on the board who do not have this capacity, it can lead to a difficult conversation. Using an outside, neutral party can sometimes help to keep this conversation elevated and focused on the organizational needs. After expectations are established, you can always put together a transition plan for individuals who may have circumstances that fall outside the new requirements. 

Whether you are the Executive Director or the Board Chair, I suggest that you have an idea of what expectations you would like to see adopted, prior to going into the conversation with the full board. Consider creating a document outlining the expectations, and send out the categories prior to the meeting. At the meeting share the document and hold a discussion. Here’s a sample to get you started. 

Depending on the size of the board, details may need to be hammered out in a smaller group or committee based on the input from the full board. This is one of those situations where the process is as valuable as the outcome! Thoughtful conversations about expectations and accountability is great for fostering ownership within the Board of Directors. 

Final Thoughts: Be Intentional in Board Recruitment

Finally, I wanted to circle back to all the really great reasons for developing Board Expectations. 

  • It helps to ensure that everyone is clear about what is expected of them.
  • Once established, they can be used for recruiting new board members, holding people accountable, evaluating the board, and addressing performance issues. 
  • Board Expectations are not as rigid as your ByLaws. As you establish them, you have flexibility. 
  • When the Board is involved in developing the Expectations, they will be more invested in meeting the needs of the organizations.

While this might all seem overwhelming, it doesn’t have to be! You don’t need to tackle every factor at once. Start small—focus on one or two key expectations that matter most to your board. The main idea is to be intentional about who you invite to lead your organization, and clear about what you are asking them to do. 

By being intentional about board recruitment, you set your organization up for stronger leadership, better collaboration, and greater impact. Strong Board Expectations don’t just make things run more smoothly—they help build a culture of leadership, shared ownership, and mission-driven impact

 

Every nonprofit is different and has unique needs and challenges. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss ways to advance your Board of Directors and the work of your agency.

Kim is a mom, lover of being active and the outdoors, and helper of nonprofit leaders. 

kim@athena-coco.com

Understanding the Unique Needs of YOUR Board

If you don't know what it is you're looking for, you're never going to find it.

When a company is looking to hire a new employee, they often go through a rigorous process to find the right person. They craft a thoughtful, specific, and intentional job description, clarify the needs and expectations of the role, and reach out to colleagues and various platforms to post the job opening. There is usually an exhaustive screening, interviewing, evaluating, and vetting process. Finally, an onboarding and support system is put in place to help the new hire succeed. 

Ideally, all this effort pays off, and the new employee is a great fit for the organization. They feel appropriately challenged and supported and become a vital member of the team.

No one questions putting this much effort into hiring staff, even for part-time or entry-level positions. This is simply what you do to get the right person for the job.

Yet, when it comes to recruiting a new governance volunteer for a Board of Directors, there is often little to no process. Some organizations have an open application on their website and accept anyone interested. Others rely on informal coffee meetings, where a pleasant conversation leads to an invitation to join the board. 

Beyond needing warm bodies, not much thought is given to the specific skills, knowledge, experience, connections, temperament, or leadership abilities required to effectively guide the organization. Given that these individuals are responsible for the vision, strategy, impact, and financial stability of the nonprofit, this lack of intentionality is concerning. 

This article is the first in a six-part series on Building a Better Board. To start, we must get crystal clear on who and what your board truly needs.

Getting Specific: Why Narrowing Your Search Helps

It may seem counterintuitive to narrow your search. If you’re struggling to find board members, how could limiting your criteria make it easier? And if you’re willing to take anyone, why refine your focus at all?

The reality is that the more specific you are, the easier it becomes to identify suitable candidates. If you tell people you’re looking for “anyone willing to serve,” that doesn’t provide much direction. However, if you articulate exactly who you’re looking for—what skills, experience, or background they should have—it gives people a clear framework to help you find the right match. 

When I started my business, I kept things broad. With 30 years of nonprofit leadership experience, I could help a variety of clients. But when I told people I could do “a lot of things,” no one knew what to refer me for. My services were too vague.

So I narrowed my focus to working with small-to-medium nonprofits (under 15 years old) that needed help developing their Board of Directors. The result? More referrals and clearer connections because people understood exactly how I could help.

This doesn’t mean I turn down every client outside my niche—it simply helps me prioritize. The same applies to your board recruitment. Define what you need first, and then decide case by case whether to make exceptions.

Identifying Your Ideal Board Prospect (IBP)

In marketing, businesses define an Ideal Client Profile. Similarly, we will explore your Ideal Board Prospect (IBP) throughout this series.

Some key factors to consider when defining your IBP include:

  • Tasks that need to be managed
  • Skills and expertise
  • Education and lived experiences
  • Representation and community ties
  • Special interest groups
  • Connections and fundraising capacity
  • Temperament and personality styles
  • Comfort with risk
  • Board role (hands-on, fundraising, governance, etc.)

This is not an exhaustive list, but it provides a strong starting point. What else do you need to consider? Who would fit well with where your organization is in its development? Are there other factors that are unique and specific to your organization’s needs?Once you identify the traits that matter most, you may want to categorize them into “must-haves” and “nice-to-haves.” 

These discussions can be incredibly valuable for your current board. If your volunteers have not had these discussions before, be patient—shifting to a more strategic approach takes time and encouragement. 

Beyond Skills: The Importance of Personality in Board Composition

Beyond expertise and experience, how board members interact can significantly impact effectiveness. That’s where personality styles come in.

Personality differences often go unnoticed until conflicts arise. But by considering them in advance, you can build a more cohesive and functional board.

Many personality assessments exist—Myers-Briggs, DISC, StrengthsFinder, and more. While each categorizes people differently, they tend to group individuals into four general types:

  • Process-minded, people-focused
    • Nurturing and great listeners
    • Prefers to work behind the scenes
    • Deliberate in decision-making
  • Quick-minded, people-focused
    • High-energy and idea-driven
    • Great connectors
    • Often juggling multiple initiatives
  • Process-mined, task-focused
    • Detail-oriented and precise
    • Prefers structure and procedures
    • Prone to analysis paralysis
  • Quick-minded, task-focused
    • Thrives in fast-paced, high-pressure situations
    • Decisive and action-oriented
    • May overlook the human impact of decisions

There is great value in doing an official personality assessment. However, based on these very brief descriptions, you can probably already start to identify people in your life or on your team who fit into the different styles. This may help you understand why certain people can’t seem to work together. Or why some team members drive you crazy. 

No style is inherently better than another. The key is balance. A high-performing board benefits from diverse perspectives and decision-making approaches.

How to Leverage Personality Insights for Your Board

Thinking about your board composition, you may want to consider what kinds of personalities are needed. Do you need take-charge people or good listeners? Do you need to develop processes or visionary ideas? What combination of personalities will help drive your organization into the future? 

Taking personality styles into account during board recruitment can help:

  • Build a well-rounded leadership team
  • Improve communication and collaboration
  • Assign board members to roles that suit their strengths
  • Anticipate and mitigate conflicts before they arise
  • Ensure better decision-making in high-stress situations

A personality assessment is just one more tool to refine your IBP and shape a board that effectively supports your nonprofit’s mission.

Final Thoughts: Be Intentional in Board Recruitment

While this might all seem overwhelming, it doesn’t have to be! You don’t need to tackle every factor at once. Start small—focus on one or two key attributes that matter most to your board.

The main idea is to be intentional about who you invite to lead your organization. And remember that you probably won’t find what you are not looking for! 

By being intentional about board recruitment, you set your organization up for stronger leadership, better collaboration, and greater impact. Start small—define your IBP and see how it transforms your board’s effectiveness.

Every nonprofit is different and has unique needs and challenges. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss ways to advance your Board of Directors and the work of your agency.

Kim is a mom, lover of being active and the outdoors, and helper of nonprofit leaders. 

kim@athena-coco.com

Board Service Should be a Two-Way Street

When people learn that nonprofit organizations are led by all-volunteer Board of Directors, they often wonder why anyone would do that. Like, people just give their time away, and get nothing in return?!?!? And when people (or organizations) think like that, it’s hard to imagine how nonprofits exist at all!

Yet, for centuries, nonprofits have thrived with volunteer-led boards. So, what’s the secret to keeping them engaged? The key to successfully recruiting and engaging volunteer board members is rooted in a different way of thinking. 

Organizations that approach board recruiting with a “we need you, please come help us” mentality often struggle to find people willing to serve their organization. No one wants to give their precious time to an agency that is only looking to take from them. Beyond that, they don’t want to serve an organization that doesn’t even know what they need from their volunteers or how to effectively involve them. 

On the other hand, nonprofits that are clear about what they need from their board members, have healthy and well-run boards, and view the relationship as a two-way street, tend to be much more successful in recruiting. By two-way street I mean that the volunteers get meaningful value from serving the organization. 

Some of the benefits that volunteers share about their experience include:

  • Training & Education
  • Mentoring & Networking
  • Personal & Professional Growth
  • Recognition
  • Board & Leadership Experience
  • Intrinsic Value

Training & Education

Well run boards train their new board members on a wide array of topics. Educating them on the history and impact of the organization is a great place to start. Training on duties, roles, and responsibilities; as well as expectations and how to be a great board member are also good topics. On a larger scale they may provide opportunities to learn about the broader industry and advocacy efforts. 

Mentoring & Networking

In addition to formal training, serving on a board can provide a venue for informal learning. Serving side-by-side with those with more experience provides rich opportunities to observe, ask questions, and garner support. Board work is a great place to build relationships with other leaders in your community. 

Personal Growth

Are you new to leading meetings? Building consensus? Speaking in front of others? Leading initiatives? If so, nonprofit governance is a great place to develop or sharpen these skills. And it’s a super safe setting to do it in. The other people you are serving with are probably working on the same skills, or they remember being in your shoes. Not only that – you’re there to help, so you get a lot of grace as you are finding your way. 

Recognition

Serving on a board is a wonderful way to become known in your community. By being willing to step up and help, you are viewed as a leader. Additionally, many organizations have recognition programs to acknowledge and celebrate their most engaged volunteers. Things like awards, public acknowledgements, and media spotlights are not uncommon.

Board & Leadership Experience

Gaining experience in nonprofit governance—understanding board operations, parliamentary procedures, teamwork, and problem-solving—makes you a valuable asset to other boards and organizations. By establishing yourself as a confident leader who takes initiative and gets things done, you create new opportunities for yourself. Over time, you’ll have the ability to choose the causes that matter most to you and shape your impact in the community. Plus, the leadership skills you develop through volunteer service often translate into valuable professional opportunities.

Intrinsic Value

Many people are drawn to board service by an intrinsic motivation—the deep fulfillment that comes from helping others, giving back, and strengthening the community. Being part of something bigger than yourself is a powerful experience. Organizations that effectively communicate their mission and connect board members to their impact can tap into this motivation, fostering passionate and committed volunteers.

Board service should absolutely be about volunteering based on passion to advance the nonprofit, not for personal gain. Not only that, volunteers get out of the experience what they put into it. That doesn’t mean that nonprofits shouldn’t provide value back to the volunteers.

Organizations that want to recruit quality board members may want to think about the experience as a two-way street. That means knowing what you need from your volunteers, setting clear expectations and holding them accountable, running quality meetings, respecting their time, providing feedback, educating and supporting them, and much more! In short, the best way to recruit and retain amazing volunteers? Run a high-functioning, well-structured board that values and supports its members.

Saving the World is Hard Work, But You Don’t Have to Do It Alone

Community is the foundation to success

Leading a nonprofit is a labor of love, but let’s be real—it’s also incredibly hard work. You’re out there making an impact, solving problems, and strengthening communities. The truth is, you shouldn’t have to do it alone.

That’s why I’m thrilled to introduce the Nonprofit Leaders Lounge, a space designed just for cause-driven leaders like you.

What is the Nonprofit Leaders Lounge?

The Lounge is a community created to support nonprofit leaders in tackling the unique challenges of governance, leadership, and sustainability. It’s more than a resource hub—it’s a place to connect with others who’ve been in your shoes and are just as committed to creating change.

Here’s why I believe this space is so important:

  1. Leadership Shouldn’t Fall on One Person’s Shoulders
    The purpose of a Board of Directors is to distribute the workload and ensure diverse perspectives are heard. But building a high-impact board doesn’t happen by chance—it takes intentionality, tools, and time to establish a strong culture and shared mission.
  2. It’s Lonely at the Top
    Let’s face it: being the leader of a nonprofit can feel isolating. When you’re trying to figure out how to recruit board members, lead your team, successfully run operations, plan for the future, and deliver impact, it’s tough to find someone who “gets it.” The Lounge connects you with peers and experts who understand your challenges and can help you work through them.
  3. Your Board is the Key to Your Success
    As a nonprofit founder or executive director, when you recruit board members, you’re essentially hiring your boss. That’s a big decision! For board chairs or members, the stakes are just as high—you’re taking responsibility for a mission, a business, and the people your organization serves.

Curating a thoughtful, healthy board is the cornerstone of a sustainable nonprofit.

Why I’m So Passionate About This Work:

  1. No one should have to save the world alone.
  2. When you engage volunteers effectively, your impact is amplified. Their knowledge, skills, and connections accelerate your mission.
  3. Working together strengthens communities. Bringing diverse perspectives to solve critical social issues builds lasting change.

What You’ll Find in The Lounge

The Lounge offers three levels of engagement to meet your needs:

  • 🥰 Free Resources:
    This level is perfect for anyone looking for tools, quick tips, bite-sized learning opportunities, networking, and answers to your most burning questions. You’ll get access to downloadable resources, mini Knowledge Nugget courses, and online tools that make leading a nonprofit just a little easier.
  • 😀 Community Membership:
    For a small monthly fee, you’ll unlock deeper resources, live office hours, and courses that focus on board development skills. This is your chance to ask questions, share your challenges, and grow alongside other nonprofit leaders.
  • 😍 Grow and Learn (Coming in the New Year):
    For those ready to take a deep dive, this a la carte section offers coaching, consulting, and advanced coursework. It’s designed to help you transform your Board of Directors into a high-performing team and create lasting change for your organization.

Outcomes You Can Expect

When you invest in your board and leadership skills, the results ripple across your organization:

  • A stronger, more sustainable nonprofit.
  • A board aligned with your mission and values.
  • The confidence and tools to tackle your biggest challenges.

And here’s the best part—you’re not just creating change for your organization; you’re building a foundation that strengthens your community and amplifies your impact!

Join the Movement

The Nonprofit Leaders Lounge has officially launched, just in time to be your early holiday gift! 🎁

If you’re ready to:

  • Build the board of your dreams,
  • Grow your leadership skills, and
  • Connect with like-minded peers…

…this is your invitation to join us here. 

Let’s Do This Together

Saving the world is hard work, but your efforts don’t go unnoticed. By investing in yourself and your board, you’re paving the way for even greater impact.

Let’s connect for a quick Discovery Call if you’d like to learn more. I can’t wait to hear your thoughts and ideas. In fact, I’m so interested in what you would like to see included, if I use your suggestion to improve The Lounge, you’ll get a free month of full access to the paid community!

Because no one should have to save the world alone.

Expect More, Get More: The Key to Energizing Your Nonprofit Board of Directors

Nonprofit boards are essential to the success of any organization, yet leaders often tell me that they find themselves frustrated when board members don’t seem as engaged or proactive as they’d like (or need). 

If you’ve ever felt like your board isn’t living up to its potential, you’re not alone. Many nonprofit leaders struggle with the same issue. However, the key to transforming a disengaged board into an active force for good may lie in one simple yet often overlooked factor: expectations.

Are Your Expectations Clear?

One of the most common reasons for board underperformance is a lack of clear expectations. Nonprofit leaders frequently tell me that their governance volunteers are not doing what they want or need them to do. But when I dig a little deeper, it becomes apparent that the root cause is often that these expectations were never properly communicated.

In fact, many nonprofits are grappling with board engagement issues. Improving board recruitment, engagement, and effectiveness has become a major priority for nonprofits, yet organizations still struggle with outlining clear roles and expectations for their board members. 

Without clarity, board members may either pursue their own paths or contribute very little to the organization.

“Clarity breeds mastery.” — Robin Sharma

Setting and communicating expectations upfront is the foundation for a successful board. Most people wouldn’t take a paid job without a clear understanding of their responsibilities, and we shouldn’t expect any less for our volunteers. They deserve the same clarity and support as paid staff.

So how can nonprofit leaders begin to create clarity around the expectations of their board members?

Step 1: Define What You Need from Your Board

Before you can communicate your expectations, you first need to define what your organization truly needs from its board members. This involves taking a step back and evaluating your nonprofit’s current needs, challenges, goals, and long-term vision.

Nonprofits that take a strategic approach to board recruitment and governance report better engagement and higher board effectiveness. 

For example, developing clear criteria for board candidates, including aligning their skills with the organization’s mission, has proven to be a key strategy in filling gaps and enhancing board performance. In fact, periodic reviews of board composition help nonprofits identify where additional skills or diversity may be needed to drive their mission forward.

Questions to guide this process:

  • What skills or expertise do we need on our board to achieve our mission?
  • What specific roles should board members play in fundraising, strategy, and governance?
  • How can board members contribute to addressing critical issues?

Once you’ve identified these needs, you can create detailed descriptions for board roles that align with your organization’s mission and goals.

Step 2: Strengthen Board Onboarding and Orientation

How comprehensive is your onboarding process? Boards that invest in thoughtful onboarding tend to experience higher levels of engagement. This can include training sessions that cover not only the nonprofit’s history and goals but also best practices for governance and risk management.

Consider these elements when onboarding:

  • Board orientation sessions: These can include briefings on the nonprofit’s history, mission, and current challenges.
  • Board manuals: Provide a resource that outlines expectations, responsibilities, and the roles each member is expected to play in governance and decision-making.
  • Mentorship opportunities: Pair new members with experienced ones to ease the transition and encourage immediate engagement.

By investing in a structured onboarding process, you give new members the tools they need to hit the ground running, ensuring that they’re not only aligned with your mission, but also prepared to contribute effectively.

Step 3: Build a Culture of Engagement and Accountability

“The strength of the team is each individual member. The strength of each member is the team.” — Phil Jackson

Keeping board members engaged is just as important as bringing them on board. Disengagement across a board will only get in the way of you achieving your goals. Regular communication, opportunities for development, and meaningful tasks are essential to keeping board members motivated and invested in the organization’s success.

Here are some ideas for how you can build stronger engagement:

  • Offer continuous learning opportunities: Provide training on governance best practices and offer workshops that address sector-specific challenges, such as rising concerns over climate-related risks or governance oversight.
  • Conduct annual evaluations: Evaluate both individual contributions and the collective performance of the Board of Directors. These evaluations can help identify gaps and provide opportunities for board members to refocus on areas that need attention.
  • Encourage open dialogue: Foster a culture where board members feel comfortable sharing their ideas and concerns. This open communication creates a sense of ownership and responsibility for the organization’s success.

Additionally, be sure to recognize and celebrate the contributions of your board members. Acknowledging their impact not only strengthens their connection to the mission, but also fosters a positive board culture.

Step 4: Retain and Renew Board Energy

Recruiting new board members is important, but retention is equal to this. To keep your board vibrant and engaged long-term, it’s important to continually refresh its composition and energy.

 This strategy is echoed by many nonprofits, who report success when conducting periodic reviews of their board’s makeup to ensure they are recruiting individuals with diverse skills and perspectives. Boards that focus on succession planning and rotate leadership positions regularly avoid burnout and inject fresh ideas into the organization’s governance.

Here are some ways to keep your board thriving:

  • Conduct periodic reviews: Regularly assess the board’s composition to identify areas where additional skills or new perspectives might be needed or helpful.
  • Encourage succession planning: Ensure that leadership positions on the board are regularly rotated, allowing for fresh ideas and preventing burnout.
  • Cultivate a culture of service: Make sure board members understand that their contributions are making a real difference. When their work feels connected to the mission, they’re more likely to stay engaged and committed.

One of the biggest contributors to retaining board members is quality leadership. A healthy culture and mindful leadership makes people want to stay. Not only that, it attracts others who want to be part of a strong organization! 

Bringing It All Together

Nonprofit boards have the potential to be incredible assets for organizations, helping to guide strategic direction, expand networks, and drive fundraising efforts. However, to supercharge this potential, expectations must be clear from the start, and engagement should be fostered continuously. 

You’ll then be well on your way to creating a powerhouse board that is aligned with your organization’s mission.

Every nonprofit is different and has unique needs and challenges. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss ways to advance your Board of Directors and the work of your agency.

Kim is a mom, lover of being active and the outdoors, and helper of nonprofit leaders.
kim@athena-coco.com

Thinking About Starting a Nonprofit? Here’s Why You Should Think Twice!

Here’s my dirty little secret. When people tell me they are thinking of starting a nonprofit, I usually try to talk them out of it. As a nonprofit consultant, I’ve seen it all: the excitement, the dreams, and unfortunately, the harsh realities. So, why would I, someone whose livelihood depends on the success of nonprofits, advise against starting one? Because starting and running a nonprofit isn’t just hard work; it’s an all-consuming commitment, and it’s not always the right choice.

People start nonprofits for various reasons. Some are passionate about a particular cause and want to make a difference. Others believe they can make money while enjoying tax benefits. Some think they’ve hit upon a truly unique idea that no one else has considered. And then there are those who are grieving a loss and see a nonprofit as a way to honor a loved one. While these reasons are understandable, they are often not enough to sustain a successful nonprofit.

A successful nonprofit needs to:

  1. Address a critical, compelling social issue
  2. Have a genuinely unique solution to that problem and/or address an under serviced piece of the problem
  3. Understand that running a nonprofit is akin to running a business (with the added complexity of IRS regulations)
  4. Accept that the board of directors, not you, will ultimately control the organization. 

Mission and Passion: Is It Enough?

Being passionate about a cause is essential, but passion alone won’t sustain your nonprofit. You must have a clear mission and the resolve to stick with it, even when things get tough. Running a nonprofit is a long-term commitment that demands unwavering dedication. 

Consider what happens when a nonprofit is serving a community and helping people, then it goes away. It’s unfair. Both to the people who no longer are being helped, and to the community that has depended on the agency to solve a problem. 

So ask yourself: can you sustain this level of passion over the years it will take to fully establish the organization?

Need and Impact: Is There a Genuine Demand?

Before starting a nonprofit, it’s crucial to determine whether there’s a real need for your organization. Conduct thorough research to ensure another organization isn’t already effectively addressing your cause. The last thing the nonprofit sector needs is duplicated services and direct competition for resources. 

Many of the issues facing our communities are very big, complex problems. Generally, one agency cannot address all the aspects of the issue. Which pieces of the problem need addressing? What are the unique ways you can help solve them? As a new agency, what gaps can you realistically fill and do better than anyone else out there? 

Skills and Resources: Are You Prepared?

Running a nonprofit requires leadership, fundraising, management, and strategic planning; all in addition to doing the thing that the organization does. Do you have these skills, or can you assemble a team that does? Furthermore, consider the financial resources needed. Securing funding is one of the most challenging aspects of running a nonprofit, and you’ll need a solid plan for sustainable income.

Creating a business plan is just as important for a nonprofit as it is for any other small business. Being clear and honest about the skills you bring to the table, and the ones you need to find support for, can help make your plan realistic. 

Legal and Administrative Hurdles: Can You Navigate Them?

Many people launch into creating a nonprofit without the understanding that it is a business and as a nonprofit business, there are legal requirements that need to be followed. These include creating by-laws, establishing articles of incorporation, obtaining tax-exempt status, maintaining financial transparency, and filing of specialized IRS forms. You’ll also need to establish a Board of Directors who share your vision and are committed to leading the organization. 

Alternatives: Is There a Better Way?

Sometimes, the best way to achieve your goals isn’t by starting a new nonprofit. Partnering with or working for an existing organization can be more effective. When visions align, bringing a new program or service to an existing agency may just be the piece they are missing! By combining efforts with existing agencies it’s possible to amplify the impact and better work towards solving the problem. 

Another option is to form a social enterprise, which might offer more flexibility and sustainability. This for-profit business model is less complicated and they give back to the community in unique ways. Bombas is a great example of a for-profit company that is commited to making the world a better place through their business structure. 

Conclusion: Think Twice, Then Think Again

All of this is not to say that no one should start a nonprofit. There are really great reasons to go down this path. It’s intended to ensure that the decision is made thoughtfully and intentionally.

Starting a nonprofit can be an exciting and noble endeavor, but it’s not for everyone. Before diving in, make sure you’ve thoroughly considered whether this path aligns with your goals, abilities, and long-term vision. The answer to “Should I start a nonprofit?” might be “No,” but that’s okay. There are many other ways to make a meaningful impact.

Kim is a mom, lover of being active and the outdoors, and helper of nonprofit leaders.
kim@athena-coco.com