Go Away! Together. As a team.

Why Nonprofit Board Retreats Matter More Than You Think

Most nonprofit board meetings follow a familiar rhythm.

An agenda gets approved. Reports are shared. A few decisions are made. Time runs out before the “real” conversation can happen. Everyone leaves feeling like they did their job—but not always like they moved the organization forward.

This is what I think of as checkbox governance. The work gets done on paper. The boxes get checked. But the deeper work of governing – thinking strategically, building alignment, strengthening relationships – rarely gets the time or space it actually requires.

That’s where board retreats come in.

Not as a luxury. Not as a nice-to-have. But as a necessary disruption to the pattern.

Boards don’t become more effective by squeezing more into a two-hour meeting. They become more effective when they create space to think, connect, and lead differently.

 

What a Board Retreat Is (and What It Isn’t)

Let’s start by clearing up a common misconception: a board retreat is not just a longer board meeting in a different location.

If the agenda looks the same, the dynamic will be the same.

A true retreat is a strategic pause. It’s an intentional step away from routine business to focus on the things that rarely fit neatly into an agenda:

  • Big-picture thinking
  • Honest conversations
  • Deep-dive into critical issues facing the organization
  • Relationship-building
  • Alignment around purpose and direction

It’s also not purely social. Yes, there’s often more connection and informal conversation—but that’s not separate from the work. It is the work. Strong governance depends on trust, and trust doesn’t develop in tightly managed agenda slots.

A retreat sits in that productive middle ground: structured, but spacious. Focused, but not rushed.

 

Why Retreats Matter: Moving Beyond Checkbox Governance

If regular meetings are where boards manage, retreats are where boards lead.

Here’s what becomes possible when you step outside the usual routine.

1. Space for the Conversations That Actually Matter

In most meetings, strategy gets squeezed between reports and approvals—if it shows up at all.

A retreat creates room to ask bigger questions:

    • Are we still aligned with our mission in how we operate today?
    • What does impact really look like over the next three-ish years?
    • What are we not talking about that we should be?

These aren’t quick conversations. And they’re not supposed to be. But without them, boards drift into oversight without direction.

2. Stronger Relationships, Better Governance

Boards are made up of people, but many operate like a collection of roles.

Retreats shift that dynamic.

They give board members a chance to:

    • Get to know each other beyond titles and committees
    • Build trust through real conversations
    • Understand different perspectives in a more human way

This matters more than many boards realize. Because when trust is low, conversations stay surface-level. When trust is strong, boards can navigate complexity, disagreement, and decision-making far more effectively.

You can’t shortcut that in a standard meeting.

3. Increased Engagement and Ownership

Disengaged boards don’t usually start that way. More often, they become disengaged over time—when meetings feel repetitive, roles feel unclear, and opportunities to contribute feel limited.

A well-designed retreat can interrupt that pattern. It creates space for board members to: reconnect with why they said yes to serving in the first place, clarify expectations and responsibilities, and understand where they fit into the bigger picture.

When people feel connected to the purpose and clear about their role, engagement stops being something you have to chase.

4. Alignment Between Board and Leadership

Even in strong organizations, misalignment between the board and executive leadership can quietly build over time.

Not because anyone is doing something wrong—but because there isn’t enough space for shared reflection.

Retreats allow for:

    • Candid conversation about priorities and direction
    • Clarification of roles between governance and management
    • A stronger partnership between board leadership and the executive director

Without that alignment, even well-intentioned boards can create friction instead of forward momentum.

5. A Chance to Reset—Before You Have To

Some boards plan retreats proactively. Others wait until something feels off.

In reality, retreats are most valuable before things break down. They’re especially useful when:

    • The board feels disconnected or low-energy
    • Communication is strained or “off”
    • Meetings have become overly tactical
    • New members are joining and need integration
    • The organization is entering a period of change or growth

A retreat can serve as a reset point—a moment to step back, recalibrate, and move forward with intention.

What Makes a Retreat Worthwhile

Not all retreats deliver on their potential. The difference usually comes down to intentionality.

Effective retreats tend to have:

  • A clear purpose (beyond “we should do this”)
  • Thoughtful facilitation that creates space for participation
  • A balance between structure and flexibility
  • Time for both strategic discussion and relationship-building
  • A plan for what happens after the retreat ends

What they don’t have is an overpacked agenda or a series of back-to-back presentations. That’s just a meeting in disguise.

 

Where Retreats Go Wrong

If you’ve ever heard someone say, “We did a retreat once—it wasn’t very helpful,” it is usually because of one of these common pitfalls:

  • Treating it like a regular board meeting in a new setting
  • Trying to accomplish too much in too little time
  • Failing to define clear outcomes
  • Allowing a few voices to dominate the conversation
  • Not following through on what was discussed
  • Lack of an outside perspective to keep energies focused and facilitate difficult discussions

A retreat without intention doesn’t just waste time—it reinforces the very patterns you’re trying to break.

 

Making the Case: Time and Cost vs. Impact

When organizations are considering a board retreat, two objections come up consistently: time and cost.

Board members (like everyone) are busy. Budgets are tight. And a retreat can feel like an added burden.

Because effective board leadership is crucial to any organization, it is worth reframing the question.

  • What is the cost of a disengaged board?
  • What is the cost of unclear priorities?
  • What is the cost of meetings that check boxes but don’t move the mission forward?

Compared to those situations, a retreat isn’t an extra expense. It’s an investment in governance capacity.

And strong governance isn’t accidental—it’s built.

 

From Obligation to Opportunity

At their best, nonprofit boards don’t just oversee organizations. They help shape their direction, strengthen their impact, and steward their future.

That kind of leadership doesn’t happen in the margins of an agenda. It requires space. It requires intention. And sometimes, it requires stepping outside the boardroom entirely.

A retreat isn’t about doing more. It’s about doing what matters—better.

Because if we’re honest, checkbox governance is easy.

But meaningful governance? –> That takes time, trust, and a willingness to do things differently.

 

Every nonprofit is different and has unique needs and challenges when it comes to engaging their governance volunteers. If you’re considering taking your team away, use this handy checklist to make sure your experience is a success! Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss planning a retreat and how best 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

Engaging New Board Members: Setting the Tone Early (Without Overcomplicating It)

Engage your team, unleash success. ~ anonymous

How to welcome, activate, and integrate new or returning board members for a strong start.

Here we are — the sixth and final article in this six-part series outlining my nonprofit board development process!

So far, we’ve clarified what your organization truly needs from its board. We’ve defined expectations. We’ve explored how to identify and source the right prospects, how to recruit and vet them well, and how to formally invite and onboard them.

Now you have these amazing and eager new board members.

The question becomes: what do you do with them?

Getting new members involved in something that is manageable yet meaningful can feel like a delicate balancing act. Push too hard and they feel overwhelmed. Hold back too much and they disengage. Yet this window — the first 30 to 60 days — is one of the most important predictors of long-term retention and performance.

There’s something powerful about a reset point. For many boards, the beginning of a calendar year or the start of a new board term creates a natural moment to refocus. Energy is high. Intentions are fresh. People are open to clarity.

But it doesn’t have to be January for this to matter.

Anytime new members join — or anytime a board recommits to its work — the early days set the tone for everything that follows. Early engagement isn’t just about being welcoming. It’s about shaping culture, building accountability, and establishing momentum.

 

Why Early Engagement Is Strategic — Not Administrative

Board engagement follows a predictable pattern. When someone first joins, they are attentive. They are listening carefully. They want to contribute. Most significantly, they are evaluating whether this feels like a good investment of their time and energy.

If that early energy isn’t harnessed, it dissipates.

You’ve likely seen it. A new member who was enthusiastic in month one becomes quiet by month three. Someone misses one meeting, then another. The board chair or executive director finds themselves re-explaining priorities because alignment never fully took root.

This is not a motivation problem. It is an integration problem.

Strong early engagement does three things. It builds commitment, it prevents momentum from fading, and it aligns everyone around shared priorities from the start. If you want a high-functioning board, the onboarding window must be treated as strategic infrastructure — not administrative housekeeping.

 

Start With Belonging

In Article 5, we discussed the importance of a warm and thoughtful welcome. That principle continues here.

A personal message from the board chair or executive director does more than pass along information. It communicates, “You belong here.” When you express appreciation for their service, remind them why their perspective matters, and point them toward key resources, you are doing more than onboarding. You are affirming identity.

Similarly, creating an intentional orientation touchpoint — whether standalone or attached to a regular meeting — provides critical context. A mission refresher, an opportunity for members to share why they serve, and a clear overview of current goals all anchor new members in purpose rather than paperwork.

And do not underestimate the value of a peer mentor. Every board has its acronyms, history, and informal norms. Assigning a seasoned member as a board buddy accelerates integration in ways no manual ever could. It creates a safe space for questions and reduces the hesitation that often keeps new members quiet.

Belonging comes before contribution. But contribution must follow quickly.

 

Move Them From Observers to Contributors

New board members do not want to sit quietly for six months. They want to add value.

The key is to give them something that is real but not overwhelming. Invite them onto a committee immediately. Ask for feedback on a specific policy. Engage them in preparation for an upcoming event. Encourage them to introduce one potential community partner.

These are not busywork assignments. They are signals.

When new members experience an early win, something shifts. Confidence builds. Identity strengthens. They stop feeling like guests at the table and begin acting like governing partners. Momentum builds identity. The sooner they contribute meaningfully, the sooner they fully step into the role.

 

Clarify Expectations — For Everyone

This is also the moment to revisit expectations — not just with new members, but with returning ones as well.

Re-sharing your board expectations document (discussed in Article 2), attendance standards, giving and getting philosophy, and committee participation norms reinforces shared accountability. But clarity should not feel like compliance. It should feel like alignment.

Invite questions. Normalize confusion. Make it safe to say, “I’m not sure what that means.” Early clarification prevents later correction.

Most importantly, tie every expectation back to impact. Explain why attendance matters. Articulate how financial participation supports credibility. Connect preparation standards to effective governance. When members understand the purpose behind expectations, they experience them as meaningful rather than managerial.

 

Design the First Meetings Intentionally

The first meeting after onboarding is pivotal. It either confirms belonging or reinforces distance.

Equip members to participate by providing a concise briefing: a year-at-a-glance calendar, a snapshot of strategic plan progress, and a financial dashboard explained in plain language. You are not trying to overwhelm them — you are giving them the tools to engage intelligently.

Equally important is how the meeting feels. A simple check-in question can humanize the room. Creating space for informal connection strengthens relational trust. Intentionally inviting new voices into the conversation communicates that contribution is expected and welcomed.

Board culture is not accidental. It is shaped, week by week, meeting by meeting. (Want more about crafting effective board meetings? Read about it here.)

 

Don’t Forget Your Returning Members

Engagement is not only about newcomers.

Returning board members are culture carriers. The way they participate signals what is normal. Assigning small leadership roles, inviting committee chairs to share their plans, or asking seasoned members to articulate what effective board service looks like reinforces shared ownership.

When veteran members are re-engaged, new members see a model of commitment in action.

 

Close the First Month With Intention

Close the onboarding window intentionally. Simple gestures matter:

  • A short “thank you for serving” note.
  • A brief onboarding feedback survey.
  • An open invitation for a 1:1 with the executive director or board chair.

This communicates something essential: Your service is not assumed. It is valued.

These gestures are small. Their impact is not.

 

Common Mistakes to Avoid

Well-meaning boards often stumble in predictable ways. They overload new members with documents but neglect relationships. They wait too long to assign meaningful responsibility. And they assume returning members don’t need re-engagement. Or they expect new members to simply “figure it out.”

None of these approaches build culture. They erode it.

Board culture is engineered — either intentionally or by default.

 

A Simple Engagement Challenge

You don’t need to overhaul your entire onboarding process this year. Choose one action:

  • Schedule a 30-minute welcome conversation with each new board member.
  • Assign every new member a board buddy.
  • Clarify and re-share board expectations at your next meeting.

Small, early investments compound over time.

Engaged boards are not the result of good intentions alone. They are the result of leaders who deliberately create the conditions where caring turns into contribution.

 

Every nonprofit is different and has unique needs and challenges when it comes to engaging their 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

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 

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

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 

Passive to Powerhouse: Transform Your Board of Directors and Enhance Your Impact!

Picture a passionate nonprofit leader sitting at her desk, head in hands, wondering how to get her board more engaged. The last meeting barely made an impact, and when it came time to discuss fundraising strategies, most board members suddenly became very interested in their phones. 

Sound familiar?

I’ve seen this scenario play out countless times in my years working with nonprofits. One executive director said, “I feel like I’m herding cats, not leading a board.” It’s a common frustration, but it doesn’t have to be this way!

The truth is that an effective Board of Directors can be the rocket fuel that propels a nonprofit to new heights of impact and success, but boards often become passive observers rather than active partners in furthering the organization’s mission.

The Nonprofit Board Dilemma

When nonprofit leaders come to me for help, their concerns often revolve around a few key issues:

  • Disengaged board members who show up for meetings, but contribute little else
  • Lack of strategic direction from the board, leaving the staff to navigate complex decisions alone
  • Difficulty in recruiting board members with the right skills and passion
  • Boards that don’t understand their roles in fundraising and community outreach

These challenges don’t just create headaches for nonprofit leaders; they can significantly hinder an organization’s ability to fulfill its mission and serve its community effectively.

The Path to a Powerhouse Board

So, how do we transform a passive board into a powerhouse of leadership and impact? It starts with a strategic approach to board development.

Every nonprofit is unique, and so are its board development needs. One size does not fit all. I often start by helping organizations conduct a thorough assessment of their current board composition and the specific skills and perspectives they need to drive their mission forward.

Vague responsibilities are a recipe for disengagement. I’ve seen the light bulb moment when board members finally understand what’s expected of them. Suddenly, they’re not just attending meetings, they are actively contributing their expertise and connections.

Gone are the days of recruiting board members simply because they’re willing to serve. We need to be strategic, identifying individuals whose skills, networks, and passions align with the organization’s needs. And once they’re on board, a robust onboarding and engagement process is crucial.

A Six-Month Journey to Excellence

Recognizing the need for a structured approach to board development, I’ve created a six-month program designed to guide nonprofits through this transformative process. Each month builds on the last, addressing critical areas of board functionality and engagement.

We start by assessing your unique needs and setting clear expectations. Then, we dive into strategic recruitment, effective onboarding, and fostering meaningful engagement. By the end of the six months, you’ll have the tools and strategies to cultivate a board that doesn’t just show up but is ready to drive your mission forward!

Is This Program Right for You?

As someone who’s been in your shoes, leading nonprofits and grappling with board challenges, I understand the hesitation to invest time and resources in board development. 

But ask yourself:

  • Is it easy to keep your board engaged beyond monthly meetings?
  • Is your board actively contributing to fundraising and strategic planning?
  • Do you have a clear, effective process for recruiting and onboarding new board members?

If you answered “no” to any of these questions, this program could be the game-changer your organization needs.

Ready to Transform Your Board?

Imagine having a board that not only understands your challenges but actively works alongside you to overcome them. A board that brings diverse skills, connections, and resources to the table, propelling your nonprofit towards greater impact.

This isn’t just a dream; it’s an achievable reality. And it starts with a single step.

I invite you to book a call with me to discuss your organization’s unique needs and explore how this six-month journey could transform your board from passive to powerhouse. Together, we can build a board that doesn’t just support your mission – but supercharges it!

 

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