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 

How can we Empower more Women to Lead our Major Nonprofits?

In the nonprofit sector, it is generally men who are the execs, CEOs or Board Leaders of larger organizations. Women tend to be execs of smaller organizations and fill the non-officer roles on boards. This dynamic begs the frequently discussed question: How can we shift this balance to ensure greater gender equity in nonprofit leadership roles?

Nonprofit Leadership in Numbers

The latest statistics reveal a stark reality: although women comprise as much as 48% of nonprofit executive board members, they are significantly underrepresented in leadership positions, with only 42% serving as executive board chairs. Moreover, a staggering three-quarters of employees in the nonprofit sector are women, yet when it comes to larger organizations, men predominantly assume the role of CEO.

Despite these disparities, there is undeniable evidence of women’s profound impact in the nonprofit sector. Notably, women often spearhead the inception of nonprofit organizations, with approximately 90% of nonprofits in the United States with budgets under a million dollars being led by women. These grassroots initiatives demonstrate women’s innate compassion and commitment to addressing local issues and fostering positive change within their communities.

Representation at Leadership Level 

Many nonprofits exist to improve the lives of women, children and other disadvantaged groups. For me, this is exactly why it’s so important to have women at the table where decisions are being made. 

Similarly, having a board that includes at least some representation of the people the organization serves can be really powerful. So how do we empower more women to ascend the career ladder to executive roles in larger nonprofits, while encouraging men to address the issues affecting their direct communities?

At Athena, I work with nonprofits of varying sizes – rather than entering into a binary gender debate, I believe we need to focus on fostering collaboration and inclusivity to drive meaningful change.

Allyship and Inclusivity 

One key strategy is to promote greater visibility and recognition of women’s contributions within nonprofit organizations. Highlighting the invaluable skills and expertise that women bring to the table can help shift perceptions and break down barriers to advancement. Additionally, implementing targeted mentorship and leadership development programs can provide women with the support and resources they need to thrive in leadership roles.

Furthermore, it’s crucial to encourage men to actively engage with local issues and advocate for gender equality within their organizations. By fostering a culture of inclusivity and allyship, men can play a pivotal role in dismantling systemic barriers and promoting gender equity in nonprofit leadership.

The Athena mission is to make the world a better place by strengthening cause-driven organizations through the development of dynamic Boards of Directors. Through collaborative efforts and a commitment to diversity, equity, and inclusion, nonprofits can harness the full potential of their leadership teams to help drive positive social change.

Embrace Diversity to Empower a Positive Change

While the gender gap in nonprofit leadership may seem a daunting one, it also presents an opportunity for growth and transformation. Advancing women leaders in nonprofit can have a ripple effect on advancing leaders in all business sectors. By embracing diversity and empowering women to take on more leadership roles, nonprofits can cultivate more inclusive and effective organizations that are better equipped to address the complex challenges of our time.

As we scratch the surface of this topic, I would love to have you share your thoughts and reflections to this conversation.

The Real Value of Nonprofits 

Most people have a general idea that nonprofit organizations “do good things”. And they are correct! 501(c)3 designated nonprofit organizations exist to address a critical social need. They have identified a problem and created a unique way to solve it. The work they do helps to make our world a better place. But I think there’s more to it than that.

We are living in some crazy times right now. Between social, racial, and political unrest, an uncertain economy, and a major war going on, we are a nation divided. Stress, anxiety, social isolation, and depression are at an all time high. As adults, many find it difficult to make friends. And people struggle to have civilized conversations with those on “the other side” of their beliefs. All of this is why I believe that nonprofits are more important than ever. 

In addition to working on solving a specific problem, the real magic of nonprofit organizations is how they bring people together. First, they give people something to care about. Rallying people around a problem and engaging them in the solution brings them together. The more people who care about their community and their neighbors, the better. 

Second, when people come together and work side-by-side with others who care about the same thing, they form relationships. Different backgrounds, points-of-view, and beliefs come together to work towards a common goal. This means exposure to individuals that one might never experience. Which builds understanding and compassion for people who are different from us. 

Finally, helping others helps us. According to the Mayo Clinic, volunteering reduces stress and increases positive, relaxed feelings by releasing dopamine. By spending time in service to others, volunteers report feeling a sense of meaning and appreciation, both given and received, which can have a stress-reducing effect. In addition, it connects people to being part of a solution, which can reduce anxiety. And it improves feelings of connectedness, growing their social network and improving relationships. 

Nonprofit organizations are in a unique position to connect people to important issues in their community. Agencies that do not see their role in bringing people together are missing their opportunity to really save the world. Many nonprofit leaders struggle with asking people to volunteer or donate to their cause, feeling like they are creating a burden. I believe that we need to flip that script and view it as providing opportunities for everyone to make a difference in their community and their world. 

Imagine if everyone chose a cause that they cared about and gave even just a little bit of their time and/or money to help solve the issue. Think of the impact it would have on our world and our mental health! Currently, 25% of adults in the US volunteer in some way in their community. Most people do not donate or volunteer because they have not been asked. 

None of this is to imply that managing volunteers is easy for organizations. To effectively utilize volunteers the agency must develop meaningful and engaging opportunities. Similar to leading staff, these roles require leadership and connection to the cause. Engaging volunteers is not meant to just be “free labor”. It takes dedication, thoughtfulness and intentionality. And it’s definitely worth the effort, both for the organization and for our world!

This is why I believe nonprofits are more important than ever. The work they do bringing people together and giving them something to care about can help save our world. Does your organization need help developing your volunteer engagement? If so, I would love to help! Email me at Kim@Athena-CoCo.com or set up a Discovery Call to learn more. Let’s connect!

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

Autism Vision of Colorado

The mission of Autism Vision of Colorado is to educate the community on autism and autism awareness; and to create a safe place for individuals on the spectrum and their families to meet one another, support one another and advocate within the community. Founded in 2019, this all-volunteer organization provides a variety of services and events. 

Support Groups are a significant means for connecting people, and connecting people to resources. Autism Vision of Colorado facilitates groups for Teens, LGBTQIA+, Artist and Crafters, Care Givers, and more. These groups provide a safe place for vulnerability, exploration, support and education. 

Sharon Starkey is the founder and Board President. Her personal connection of supporting family members on the spectrum drove her to want to help others who are struggling. She wishes that more people understood that Autism is not a bad thing. Through education, awareness and exposure, Autism Vision of Colorado is working to create a community where all people feel safe and welcome. 

Like many organizations, raising money is their biggest challenge. The good news is, you can help! If you would like to support this amazing cause with your time, money or connections, go to their website. They even have opportunities to sign up for the Amazon Smile or King Soopers Community Rewards programs. These businesses offer third party support from your regular spending. It’s a great way to help, for those who cannot give additional time or money right now. 

Here are two upcoming events where you can learn more and have fun:

  • Pokemon Go event ~ May 21st, 10:00 am to noon at Cottonwood Creek Park
  • Autism Vision of Colorado Annual Picnic ~ June 11th, 10:00 am to 2:00 pm at Nancy Lewis Park

Watch here for more information.

Diversity, Equity, Inclusion: Three Simple Steps to Get Started

Diversity, Equity, Inclusion

There are many voices out there on this topic. Many are going to be more qualified than me to speak in-depth on Diversity, Equity and Inclusion. In this article I will be sharing my perspective along with some thoughts on how to start these conversations in your workplace, or even in your family or friend group.

I had the honor of serving my community through the YMCA for several decades. The work I lead and was involved with was important and impactful. One initiative from the YMCA of the USA that I have been very impressed with, and have carried with me throughout the years, involves their work on Dimensions of Diversity. This work has resonated with me because it goes far beyond gender, skin color, and age. Those are big and often obvious categories, which over-generalize who people really are. Generalizations are necessary for studying trends, creating non-discrimination policy, and supporting marginalized groups; however they create problems when we use them to lump all people together. 

While working with a client recently, she shared her story of being a young black woman who excelled in the violin. For a long time she felt like an outcast. “Black people don’t play in the orchestra” was something she heard and felt on a regular basis. In discussing her experience she used this phrase:

Black is Not a Monolith 

Having only heard the word “Monolith” recently in relation to the one discovered in Utah last summer, I did a bit of research. Apparently it’s a phrase that’s been around for a while, and has resurfaced with the release of Lena Waithe’s Queen & Slim. While I have not seen this movie, it sounds like the phrase is used to express the fact that all black people are not necessarily from the ghetto. Essentially, black people come from all kinds of communities and backgrounds. When you think about it, that doesn’t seem like something that needs to be stated. However, it’s human nature to try to categorize and simplify things we don’t understand. 

 In talking further with this client, she shared with me that she was from a small town. She told me her town “only had four high schools.” This is when the complexities of diversity really struck me. My town had exactly one high school. In fact it had exactly one school of any kind, Kindergarten through 12th grade. In the years since I graduated they have added a preschool. Still one school. As a member of the tiny little Generation X, my graduating class had 26 people in it. 

This started me thinking about other personal experiences where the diversity in our backgrounds was very striking. When I worked in Chicago one of my staff, a woman in her 40s, had never had a drivers license. Or a car. She taught me how to use the bus and the L – explaining routes, lines and transfers – from memory. Growing up on a farm I wouldn’t have been able to participate in afterschool activities, have a social life, or a job without a license and a car. It was unimaginable to never have a car or a license. Growing up the way she did, she couldn’t believe I’d never used public transportation. 

These experiences and reflections keep bringing me back to the Y-USAs Dimensions of Diversity. Looking at one dimension of a person and defining them by it is part of our society’s problem with embracing diversity. It leads to limiting beliefs and stereotypes. All black people are fill in the blank. LGBTQ+ people never fill in the blank. People living in poverty are all fill in the blank. Women just aren’t meant to fill in the blank. None of us should be defined by one aspect of our identity. Least of all marginalized groups. 

Today, many companies and organizations are in the position of knowing they need to “do better” with diversity, equity, and inclusion; but they might not know where to start. This is understandable; it’s a huge, complex and often controversial topic. I’d like to offer you three simple steps to get you started. These can be implemented with no cost, no additional staff or resources, and very little change to your operations.

  • Mindset – leadership commitment

First and foremost, the leadership of the business or organization needs to be genuinely committed to shifting the culture. The top leader especially, but also the leadership team needs to believe in the importance of celebrating diversity, valuing equity, and driving inclusion.

In order to ensure that you are ready for this, it will likely require some challenging conversations as a team. The discussion must go beyond: “Is everyone good with this?” Each and every leader needs to be committed to driving change, supporting difficult conversations and situations, and being an agency-champion for this transformation. If every single person isn’t 100% on board, the leader has a decision to make. Does she/he postpone this initiative until the timing is better or do they make the changes needed to create the leadership team that will move the company needle on DEI. 

  • Commitment to understanding

As you begin your initiative around Diversity, Inclusion and Equity, one of the first tenements to establish is the commitment to understanding where people are coming from. Impressing upon staff the importance of listening and being open to understanding the journey their co-workers are traveling is key to building your foundation.

It doesn’t matter what other people think about Meghan Markles’ skin color. If she identifies as black, that’s a dimension of who she is. Self-identification is up to the individual and it doesn’t matter if other people agree with it or not. Supporting DEI means accepting others as they identify, and striving to understand.

The leadership sets this expectation and supports staff as they work to learn and grow. They also watch for those team members who are resistant to this change and take action with anyone who is not a match for the culture they are trying to create.

  • A little bit of time in each and every staff meeting

The first two steps are really about mindset, setting the tone, and creating a culture. This one provides action items you can take and use right away.

The most valuable communication tool that leaders possess is the staff meeting. If your staff meetings are not important, engaging, effective, and driving communication and culture, consider reading this. Incorporating mini-activities into your team meeting (and every other staff meeting in your company) can start the exploration of diversity, equity, and inclusion with the broad base of your business.

Hopefully your staff meeting includes some sort of a transition or opening. This aspect of your meeting is meant to help team members shift from whatever-they-were-doing-before-the-meeting to full-on-meeting-mode. Good things to include in this phase of the meeting are things like:

  • An opening thought
  • Check-in
  • Company headlines
  • Celebrations

In order to get everyone thinking about the diversity of their team, consider adding a “backstory question.” This tool can be fun, but at the same time it helps everyone to start to understand more about their teammates. If time is tight this activity can take as little as 2-minutes by doing it “whip style.” Or if you want, you can add a reflection component to dig deeper.

Here’s an example:

  1. Have everyone go around and share what their first job was and something they learned from that job that they still utilize today. If you have 10 people in the meeting, this will probably take 5-minutes at the most.
  2. Those wanting to dig deeper can pair people up (preferably connecting those with the most differing first jobs, like walking beans with interning at a magazine).
  3. Have one person spend 2-minutes asking the other person questions about their first job.
  4. After their time is up they switch roles.
  5. You can close with a group reflection on what they learned about other people that may have surprised them.
  6. Doing the full activity will take a maximum of 15-minutes.

Here’s a list of ideas of backstory questions you can use to get started:

  • What was your first job? What did you learn that you still use today?
  • How did you get to school when you were little? How was that the same or different from other kids at your school?
  • What’s the first team you remember being part of? How did that experience shape you?
  • How many kids were in your family? Where are you in the birth order? What does that say about you? 
  • What was your favorite subject in school? How have you carried that with you? 
  • Share about the kind of home you grew up in? 
  • How did you decide what you wanted to do for a living? 

As time goes on your questions can progress towards being more probing. Another idea is to have volunteers come up with questions for the next meeting or create a sub-group of volunteers to work on questions and activities.

As you and your team become more comfortable exploring diversity there are many more activities you can incorporate and initiatives you can drive. Sometimes getting started is the hardest part. Hopefully these simple steps can spark the beginning of your journey. 

Need help creating a plan that is right for you and your team? Want an outside resource to facilitate crucial conversations around DEI? Email me at kim@athena-coco.com to schedule a free 30-minute consultation to discuss ideas that will help you get started. Calm the Chaos and create a great culture so you can find time to focus on what’s important to YOU! 

 

Kim is a mom, wife, lover of being active and the outdoors,
and helper of small businesses and nonprofits.
kim@athena-coco.com