Culture – It’s Not Just About Your Staff Team

In my years with the YMCA I thought a lot about how to lead my staff team, how to build a healthy culture, communication strategies, accountability, problem solving, and more. I also thought a lot about how to lead and engage my Board of Directors. But I didn’t think much about the crossover between these two functions of leading a nonprofit organization.

In fact, I thought these two areas of my job were very, very different. Now that I have some distance and my thoughts have evolved, I see that there are more similarities than there are differences. I’m going to spend the next few articles looking at the similarities and what we can learn from them. 

I’ve written more than a little about building healthy cultures, leading a team, communication, and more, more, more. Go check those out, if you’re so inclined. 

One of the most important roles of a leader is to create a healthy culture for their team. In the nonprofit sector, we usually think that this means our staff team. Right? A healthy staff culture is crucial to delivering quality services, caring for our constituents, and ensuring our staff are nurtured. Logic would tell us that the same is true for our volunteer teams, and even our governance volunteers. 

Think for a moment about your Board of Directors. How would you describe the culture of your Board team? Are they uber professional? Super laid back? Well connected to one another? Eager to help? Something else? Take a moment to jot down all the words that come to mind when you are thinking about the characteristics of your board. 

Once you can describe the current culture of your board, I’d like for you to think about how that compares to the culture of your staff team and/or the agency as a whole. Are they similar or different? Are the similarities intentional or by happenstance? There is nothing that says they have to be the same or different. 

After you do a little work to define the culture of your board and how it compares to the rest of your organization, a good next step is to decide if what you have is what you want. This project is an excellent way to engage volunteers in defining and creating the board culture that is best for your nonprofit! Your Board Governance or Board Development Committees can dig into everything from the board meeting agenda or room set-up to onboarding and engagement of the volunteers. 

The skills and strategies that create a healthy culture for your staff are pretty much the same for creating a healthy board culture. 

  • Aligning values:

    • If your organization has not gone through the process of clarifying and understanding your values, that’s a great first step! If you have gone through this process, the next step is to consider how they relate to your board. The values for the organization do not have to be exactly the same as the values for your board. They can be the same, similar, or even different. It’s based on the needs of the organization. 
    • For example, an organization that serves children may have a very lighthearted culture among its staff. Perhaps the kids need a positive atmosphere. At the same time the organization may be helping children escape really horrible situations. In that case the board likely has some very serious topics to discuss. The culture of the organization may be light and fun, while the culture of the board could be serious and more stoic.

  • Decide the culture is important

    • The main ingredient in any healthy culture is to be thoughtful about the experience of those involved. By simply being intentional about the type of culture you want – you’re taking a huge step towards creating a great experience for your Board team. 
    • A healthy culture requires that the organization and its leaders decide that the culture is a priority. You cannot create a positive culture without first deciding that it matters. When it comes to culture, the biggest problem I see is that leaders ignore the importance of being intentional about this piece of their organization.

  • It starts at the top

    • When it comes to the staff culture, the Executive Director or CEO sets the tone. They define the values and decide that the culture is important. However, with the Board of Directors, it’s not just about the Exec, it’s a combination of the Exec and the Board President. Between the two of them they drive the culture. The Exec connects it to the operations of the organization, and the Board President is the one who sets the tone for the governance volunteers. 

  • Listening and Caring

    • Creating a culture involves listening to what is going on with the members of the board. And not just listening, but also genuinely caring about how the volunteers are feeling and what their experience is like. This is how you keep your finger on the pulse of what is going on. 

  • Communications 

    • Circling back to #1, once you have established your values, you should talk about them. All. The. Time. Talk about what they mean to the board as a team. Use them when making decisions. Include them in opening thoughts, plan them into board meeting agendas, and use the language as you work to create the culture you want and need. 

As mentioned earlier, a Board Development or Board Governance Committee is an excellent group to tackle this project. Their role is to ensure healthy board dynamics. If you do not currently have a committee focused on the growth, direction and health of your Board of Directors, consider starting one and making this their first initiative. You could even start it out as a task force, with growth into a full committee coming next. 

Would you like help evaluating the culture of your Board of Directors? Or, do you want to start a Board Development Committee of your own? Let’s visit! Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call today. 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

Mission Monday ~ Pikes Peak Elder Justice Center

Last week I had the pleasure of meeting with Mayling Rodriguez, the inaugural Executive Director for the Pikes Peak Elder Justice Center. While this organization has been around a while, serving our community, it has just recently become a 501(c)3 and hired its first Exec. 

Their mission is to provide a community response working toward preventing and eliminating elder abuse in the Pikes Peak region and beyond, through identifying victims of mistreatment, creating safe shelter for them. Their new structure is giving PPEJC the opportunity to deepen their impact in the community. 

PPEJC envisions a community in which people in later life can live in safety, dignity and with respect. To do this they take a three pronged approach to supporting our most vulnerable seniors. Programming includes Elder Shelter, Fiduciary Education, and coordinated services through their Forensic Team. Learn more about their work on their website. 

I was surprised to learn of the proliferation of elder abuse in our society. Despite this sad trend, in Mayling’s new leadership role, she has chosen to focus the energy of the organization on hopefulness. Being a source for services and support makes PPEJC a beacon of hope in an otherwise devastating situation.

Mayling wishes more people knew about this problem and could help to expand the awareness of the resources and services available. You can help to spread the word by forwarding this article to others who may have interest or needs that PPEJC could help with. To learn more about their work, or to get involved, reach out to Mayling or follow them on Facebook.

Happy ThanksGIVING!

The season of giving is officially upon us. What a great time of year! People caring about their neighbors, and generosity for the community comes pouring out. However, let’s not sugar coat it, this can all become overwhelming. Fundraisers know that philanthropists feel extra generous this time of year, and they look to capitalize upon those warm, fuzzy feelings.

Organizations would be fools not to take advantage of this season. About one third of all giving takes place at the end of the year. Twelve percent occurs in the last three days of the year! For you statistics fanatics, here are some more interesting facts about fundraising and year-end giving.

As a consumer and donor, there are ways to minimize the stress that may come from this intense donor cultivation season. First, decide what issues are most important to you. Proactively make donations to the agencies you most want to support. It feels great to give with intentionality! Then when you are faced with an overwhelming amount of requests you can politely decline and let them know you have already made your seasonal contributions to causes you are passionate about.

Another tip, especially for those who hate to say ‘no’ to any good cause, is to set aside funds specifically for “pop-up” opportunities. Then you have a plan for the wrapping paper being sold by the youth choir or the round-up request at the convenience store. Build those unplanned donations into your budget. That way you can give cheerfully and without worry of overextending yourself.

Finally, keep in mind that no apologies are needed. If you can’t or choose not to give to a cause, that’s your prerogative. No good agency would want you to overextend yourself. And the best organizations want to cultivate donors who genuinely care about their work.

Nonprofits and fundraisers love a joyful giver. By creating a plan and sticking to it, that can be you! Your plan allows you to give on YOUR terms and make a difference for causes that you care deeply about. Want to read more about conscientious giving? Check out A Generous Heart by Kristen Corning Bedford.

I’m thankful for those of you who read my little musings! Have a grateful day.

Kim Stewart

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

Board of Directors Evaluation

More and more lately I’ve been asked to conduct board evaluations. This has been a good way to develop a relationship with an organization, and to help them when they know something “just isn’t right.” Oftentimes a nonprofit leader can tell that things are not going the way they want them to, but they just can’t put their finger on the actual problem (or problems). That’s where I come into the picture!

When I start visiting with an agency, I usually begin by asking them a few questions. Sometimes that’s all it takes to get them thinking and moving in the right direction. More often, those questions lead to even more questions, which leads to me coming in to provide a full evaluation. 

The components of a full evaluation can look different from agency to agency, depending on the size, longevity, whether or not they have paid staff, and more. There are several things I look at when evaluating the health and effectiveness of a board. Some include: 

  • The Executive/Board Chair relationship
  • Executive Director’s thoughts on board leadership
  • Board President’s understanding of board leadership
  • Management tools that have been established 
  • Communication systems
  • Official or implied board expectations
  • The board’s effectiveness in carrying out their responsibilities
  • Whether or not the board is fulfilling their duties

Let’s look at each of these aspects of nonprofit leadership.

Executive Director/Board Chair Relationship

Some organizations have the Executive Director report to an Executive Committee, the Human Resources Committee, or even the whole board. Any of those options are fine. The important thing is that there is a healthy, open and honest relationship between the Executive Director and the person or group they report to. 

This relationship is unique to the nonprofit sector and can be tricky. In many organizations the Executive Director drives the work and leadership of the Board of Directors. The tricky part comes up because the board is actually the supervisor of the exec. So the board supervises the individual who informs and guides their work. Even in agencies where the board is largely self-governing, the exec and the board rely on one another to drive their pieces of the organization.

This relationship is key to the success of the nonprofit. It requires mutual respect and an understanding of each other’s roles and responsibilities. Clear, open and consistent communication is the foundation to ensuring relationship success. 

Executive Director’s Thoughts on Board Leadership

Whether the exec likes it or not, some portion of their job involves board leadership. Every organization is different and therefore, what each nonprofit needs from their board is different. Since the Executive Director works in the agency every day, she or he is best informed about what the organization needs from its volunteers. The board looks to the exec to shape their work. 

Additionally, no one is born knowing how to be a good board member. Even when someone comes to a board with experience serving on other Boards of Directors, it doesn’t mean they know how best to serve this organization. 

When evaluating this aspect of an agency, I consider whether the exec wants to be completely hands off, or if they are trying to micromanage the volunteers. Either can lead to challenges. Going back to the previous point, we look at the communication that has happened between the board and the exec. Have they addressed what roles each will fill? If not, how does anyone know what they should be focusing their energy on? 

Board President’s Understanding of Board Leadership

What does the board president believe their role is? Are they there to just lead meetings? Should they be driving a set of strategies? Can they address volunteers who are not contributing? Not to sound like a broken record on these first three bullets, but it all comes down to the relationship and communication between the exec and the board. 

Management Tools

In case it hasn’t been clear so far – effective nonprofit leadership boils down to relationships. However, putting tools and processes in place can help ensure that the work that goes into building great relationships is well managed. Pieces that I recommend boards establish include: 

      • Clear board expectations
      • A process for deepening connections
      • System for tracking prospects
      • Clear and thoughtful communication systems
      • A thoughtful and thorough on-boarding process
      • Professional and effective board meetings 

Without some of these basic processes in place agencies often end up spinning their wheels. They have great conversations with no system for following up. They create great connections, but lose track of the individuals. Or they attract really great board or donor prospects, and end up scaring them away by appearing unorganized and unprofessional. 

Communication Systems

I cannot emphasize the importance of this enough. A communication system does not need to be elaborate. However, it does need to be thoughtful and intentional. Without a plan, emails can spiral out of control. Pretty soon, no one wants to be associated with the organization because they cannot handle the number of communications they receive. 

Well functioning organizations come to an agreement as a board/staff team about how often they communicate and in what manner. They establish an understanding about etiquette. When there is a real emergency, they can deviate from their plan, otherwise they trust their system and make adjustments as needed. 

Board Expectations

I touched on board expectations under the management tools section. Like communication, this component is so important that I wanted to call it out separately as well. 

No one likes to commit to something if they don’t know what they are getting themselves into, right? This is especially true with joining boards. When a new board member is recruited, there’s a good chance that this is their first experience serving on a Board. It’s an unknown for them. Using Board Expectations as a recruiting tool can answer a ton of questions for them and help them to make a good decision about getting involved. 

Your expectations can be used for evaluating the board’s performance as a whole and as individuals. You can also reference it when dealing with issues of engagement or to raise the bar for the board team. As an organization’s needs change, board expectations are easy to change and update. Expectations should tie directly to what an agency needs its volunteers to be doing in order to advance the cause.

Board Responsibilities

 Every board has three overarching responsibilities. The governance volunteers are responsible for the mission, vision, and strategies. They ensure the organization has the resources (usually people and money) to deliver the mission, vision, and strategies. And they are responsible for making certain that the organization is operating legally and in a fiscally appropriate manner. 

These three functions are consistent across all Boards of Directors. A board evaluation looks at the extent to which the board owns these responsibilities. Sometimes it is a matter of seeing if they even understand that they should be owning them. 

Board Duties

Lastly, I like to review the board’s relationship to the duties of a Board of Directors. Like board responsibilities, duties are the same from one organization to the next. Responsibilities differ from duties in that responsibilities are functions, things the board does. The duties of the board speak more to how the board conducts itself.

Board duties include: Duty of Care, Duty of Loyalty and Duty of Obedience. Again, when evaluating an organization, I gauge their understanding of these duties, and their commitment to them. 

Conducting a board evaluation involves interviews with organizational leaders, review of documents, and sometimes attending a board meeting. It concludes with a report to the organization outlining and prioritizing opportunities for improvement. When a nonprofit knows that their board needs work, but they don’t know where to begin, an evaluation is a great place to start! 

Do you know of a Board of Directors that could be stronger, more efficient, or more effective? I’d love to visit with them to see if I can get them moving in the right direction. Email me at Kim@Athena-CoCo.com, let’s chat!

Kim Stewart

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

Mission Monday ~ First Tee impact story

I realize that I have already done a spotlight on First Tee last spring. I don’t usually do repeats, because there are so many great organizations out there to talk about! However, when Community Impact Coordinator, Lauren Graziano brought this story to my attention, I felt like I needed to share it. Especially since the organization is often misunderstood.

First Tee is a youth development organization that enables kids to build the strength of character that empowers them through a lifetime of new challenges. By seamlessly integrating the game of golf with a life skills curriculum, they create active learning experiences that build inner strength, self-confidence, and resilience that kids can carry to everything they do.

This past summer, a young First Tee participant named Levi helped the team truly see the impact of First Tee’s youth programs and how important the mentorship First Tee coaches offer really is. The story is told from the coach’s perspective.

Levi is full of life, laughter, positivity, and so enthusiastic about everything he does. At First Tee, we only
see him on the golf course, but I had thought that was his personality in all aspects of life. The way he
encourages those around him is truly amazing. Even when his golf opponents hit a bad shot, Levi is
always cheering them on and encouraging them to do better on the next shot.

Little did I know, Levi is battling severe depression. His dad approached me while Levi was playing golf
and thanked me sincerely for the programs and camps we offer at First Tee and especially for all the
amazing coaches who have helped Levi throughout his golf career. His dad continued to tell me that
they have been taking Levi to counseling and therapy for severe depression and suicidal thoughts. He
said that when Levi steps onto a golf course that his whole mentality changes. Golf has been the one
thing to keep him stable and excited for life. His dad also said that Levi has mentioned my name
numerous times during therapy and that he feels so happy while he is golfing at First Tee and that he
loves his golf coaches.

While his dad was telling me this, I had a knot in my throat and a pit in my stomach. I never in a million
years would have known what Levi was going through if his dad had not told me this. Although my heart
aches so badly for Levi, I am filled with more passion and drive than ever before. It helped me realize
that what we do at First Tee is so much more than golf. These true-life moments, the impacts First Tee is
making outside of golf through the mentorship coaches provide is the heart of our mission. I am so
honored that I get be Levi’s happy place. And that he feels joy, excitement, and safe at First Tee.

If you would like to get involved as a volunteer, donor, mentor, or just want to learn more, go to their website. You can also reach out to Emily Smith, Director of Golf and Education.

Kim Stewart

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

Mission Monday ~ The Exodus Road

According to the latest report from the International Labour Organization there are currently 50 million enslaved people in the world. Of those, 22 million are in forced marriages, 21.3 million are in forced labor, and 6.3 million are in commercial sexual exploitation. These numbers represent an increase of 10 million people over the last 5-years. The Exodus Road is combating this global crisis with their vision of a world where humans are never bought, sold or exploited. 

Through programming focused on training/education, intervention, and aftercare this agency is battling human trafficking in Brazil, India, Latin America, the Philippines, Thailand, and the US. In the 10-years that The Exodus Road has been operating – 1,814 children, men and women have been freed from trafficking. 1,543 survivors have been supported with aftercare; this is significant as 80% of those trafficked end up being re-exploited.

Training and education serves to help increase awareness and understanding of law enforcement, nonprofit partners, and the local communities on human trafficking. To date 1,246 officers and citizens have been trained on the realities of human trafficking and how to fight it in their own countries. Education is one of the most powerful and crucial weapons in the fight for freedom. You can take their digital course – TraffickWatch –  to learn facts, stories and action steps you can take. 

In speaking with Sonia Meeter, Director of Partnerships, I learned that small efforts can have an impact on this big problem. Monthly donations of even $19 truly helps make a difference and advance this work. You can also engage with The Exodus Road via social media to learn more about their work and share with friends and colleagues. Links, as well as a sign-up for their newsletter, can be found at the bottom of their website.  

After 10 years of fighting to eradicate human trafficking, it’s time to celebrate the impact The Exodus Road community has made over the past decade. Their Anniversary Celebration is coming right up on Thursday, October 6th at Lumen8 Rooftop Social. If you are moved to get involved in the fight against human trafficking, consider joining this insider’s look into the work. Details and tickets can be found here, TODAY is the last day to purchase!

Kim Stewart

Kim is a mom, lover of being active and the outdoors.
She empowers nonprofit organizations to help make the world a better place.
kim@athena-coco.com

Should You Start a Nonprofit?

You see a problem. It could be for a specific group of people, for a community, or for the world. Or maybe a personal challenge leads you to want to help others in your situation. You have an idea for a unique and creative way to make the world a better place. And you think you might want to start a nonprofit. What’s next? 

A Forbes article states that 50% of nonprofit organizations will fail within their first year. A lot of energy and emotion goes into launching an organization. Before you make the decision to travel down this path there is a lot to consider. 

Who else is addressing this problem?

An unfortunate commonality with nonprofits is that there is a lot of duplication. Many agencies serving the same cause in a similar way creates confusion for clients/constituents, donors, partners and the community. It leads to unnecessary competition between organizations that could probably do more good by working together. 

As you are considering starting a nonprofit, you first need to get crystal clear on what problem you are working to solve. Then look around and see who else is working to fix that problem. Check out their methods for addressing the problem. Is your idea similar to some other agencies out there? If so, you may be better off trying to partner with those agencies and work together. However, if after researching you find that you have a unique and creative way to address the problem, you may want to move forward. 

What is your commitment level? 

Starting a new business is a LOT of work. When you start a nonprofit organization, you have the additional challenges of extra government paperwork, developing and leading a Board of Directors, and fundraising. Not only that, oftentimes the founder ends up contributing a significant amount of personal time and financial resources in order to get the agency up and operating. Before launching a nonprofit, critically evaluate how much time and money you are motivated to put into it. 

It’s definitely worth noting that not all nonprofits require significant personal investment. Those with narrow scope and size can be launched with less backing and involvement. Which brings us to the next question you will want to consider. 

What is your long game? 

Nonprofits are often started as a result of a loss or trauma. For example when a child is lost, family and friends come together to channel their grief and desire to “do something” to honor their loved one. This is a great reason to start a nonprofit organization. It provides an instrument for managing grief, directing energy and routing funds. It can raise awareness and give people an opportunity to feel a connection to the child. Often these projects have a shorter lifespan. They serve their purpose and at some point are put to rest. And that’s okay. 

In other cases, the loss leads to something much bigger. Susan G. Komen is a great example. Susan’s sister Nancy started the organization in memory of Susan, with the purpose of ending breast cancer. Nancy had a long-game vision in the promise she made to her sister. 40-years later the organization is still working to eliminate breast cancer through research, education, screening, and treatment.

So, what’s your long game? Is your idea something you want to expand, and have live on long after you are gone? Do you want to keep it small and local? Your long-game can change as your organization evolves. Formulating a clear vision for where you want to take the agency can help you think through the previous question of your commitment level. 

Who will want to support your cause? 

Lastly, think about who will want to come alongside you and help you advance the work of your agency. Any successful nonprofit requires community engagement. Volunteers are needed to govern the organization as the Board of Directors. Donors or funders are almost always needed to provide operational resources. And community volunteers are generally needed to deliver programming or services, and to help with fundraising. 

When starting a nonprofit, one of the first things I always recommend is that the founder(s) get out in the community and talk to people about the problem and their solution. From there they find out who is excited about the work. Those are your potential donors and volunteers. If no one is interested in the project, it might not be a very good idea to go the nonprofit route. 

This article might sound like I’m trying to talk you out of starting a nonprofit organization. That’s not entirely true. What I really want to do is make sure that you make a good decision for you, for the people you want to serve, and for the nonprofit sector. This is another good article to read as you’re considering if the nonprofit model is right for you and your cause. 

Thinking about making the world a better place with your great idea? I would love to visit and talk through your options. Email me at Kim@Athena-CoCo.com, let’s connect!

Kim Stewart

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

Mission Monday ~ The Voices of Grief Support and Education Center

A recent study conducted by The Voices of Grief Support and Education Center, in partnership with psychology professor Dr. Rachel Weiskittle, revealed that 84% of respondents had experienced significant grief. And yet, what does society teach us about dealing with grief? Generally, we are taught to suppress our feelings of loss, despite it being so prevalent. This is concerning because grief can affect us physically, mentally and socially.

The Voices of Grief Center exist to combat this critical social issue. With a mission to transform the way people encounter grief, the organization is working to shift the narrative around grief. The agency’s vision is to create supportive spaces to honor the natural process of grief and to educate our community in healthy expressions of grief and mourning. Strategies include support, partnerships, and education.

In visiting with Program Director, Sarah Lee, I learned that the grief network in our community is very disconnected. Their strategy around partnership is intended to fill the gaps and create coordination. The previously mentioned survey also unveiled that 33% of those surveyed were unaware of any resources for grief support in our community. Educating the community on the resources available; as well as promoting the importance of healthy grief and mourning is key to advancing this work.

Currently, the Voices of Grief Center is providing support groups using the Companioning Model to come alongside folks and give them space to grieve. This method provides a safe place where participants can be heard, accepted, and their grief can be acknowledged. The agency is building their foundation through expanding their facilitator team and increasing the opportunities. Additionally, they are building their support network through sponsorships.

Like many young nonprofit organizations, their biggest challenge they are facing is getting the word out about the resources available. Next month the Voices of Grief Center will publicly launch their work with two community programs. World renowned author, educator and grief counselor, Dr. Alan D. Wolfelt will speak on Exploring the Need to Grieve and Mourn and Exploring Grief After Suicide. Details on the workshop and registration can be found here. You can also learn more about this important work by checking out their website or reaching out to info@vociesofgriefcenter.org. 

Grief is a Consequence of Love
 ~ Stephen Levine ~

Onboard New Board Members

When you are a busy nonprofit leader, securing a new board member might seem like an item to check off your “to do” list. And it is, to an extent. However, if you stop there, you are jeopardizing all of the hard work that you have put into finding and recruiting qualified board members. 

I am frequently asked about how to retain board members. As if there is one thing that you could do to keep a good board member. The reality is that retaining board members takes the culmination of many things. Some of them are within our control, and some are not. A board member being transferred out of state is not something that we can control. Treating board members respectfully and valuing them is totally within our control. 

In this article we’ll look at what to do once someone agrees to join your board. A professional onboarding process can work wonders in helping a new governance volunteer to feel welcomed, comfortable and valued. All key components in retaining a volunteer long-term. 

When someone agrees to join your board, there are the logistical things to do:

  • Add them to your board roster
  • Order them a name tag (if that’s something you provide)
  • Ensure they have all meeting dates and other commitments
  • Complete any necessary paperwork
  • Etc. 

After you get those tasks handled, then it’s time to think about the experience you create for your new board member. Consider putting an onboarding plan together that includes: an announcement, personal support, and education. 

Announcements

Does the new board member just show up to the first meeting? Or do you send a notification out to the board and staff announcing the new member? Needless to say, an advance notice is preferable. Other ways of making a newbie feel welcome could include a sign as they enter your facility, put their name on a marquee, or an announcement in your newsletter, on your website, or in the local paper. 

Take into consideration the personality and the culture of your board/agency as you send out the announcement. Should it be strictly professional and highlight the new volunteer’s accomplishments? Do you want to make it playful with fun facts? Does it make sense to share personal attributes about the new addition to your board? The answer will be different for each agency and each board. It may even tie to your mission. For example, if you promote reading, maybe the announcement shares the new board member’s favorite children’s book. 

Personal Support

Joining a new group of any kind can be daunting. It’s even more intimidating when everyone but you seems to know what’s going on. There are several ways to mitigate that uneasy feeling of walking into a room of strangers. Assigning a veteran board member as a mentor or a “board buddy” can help with the transition to a new group. 

This can be as informal or as formal as you and the board would like for it to be. The pair can meet prior to the new board member’s first meeting, so there’s a friendly face when they arrive. They can sit together during the meeting, to help with clarifying any questions that arise. And they can connect afterwards to explore how the experience was and continue to help answer questions. 

You can also assign a staff or volunteer to serve as the new volunteer’s personal host. Their job may be to introduce them around, and give context to the different players involved in the meeting.

Education

There is a lot to learn when joining a new board. Many describe it as drinking from a firehose. Finding the balance between giving them what they need to know in order to be effective, and not overwhelming them and scaring them away, is a tricky balance to find. Again, this will be different for every agency, and you will need to figure out what is right for yours. Here are a few ideas for methods of educating your new volunteers. 

  1. Orientation: If you bring in a new “class” of board members all at the same time, it may make sense to do a formal group orientation. It can range from a couple of hours to half a day. Involving staff and volunteers; as well as stories and activities, can reinforce learning and make it an impactful experience.
  2. Series of Conversations: When you bring new members in individually, it can be a little more difficult to keep it from being a total information-download. Think about breaking it up into different sessions, and again involve other staff and volunteers in the delivery. Spreading it out over a month or two can give the individual the opportunity to absorb all the new information.
  3. Self-guided Content: Another option is to create a series of emails, videos, or even podcasts that the new volunteer can consume over a period of time. This option is going to be less personal, and there’s the risk that the new person will not commit the time to review the materials. A board manual (print or online) that you give them to read would also fall in this category.

Some things you may want to include in your new board education are:

  • Why you exist – what is the critical social issue your agency addresses
  • How you help solve the problem for your community
  • What programs and services you deliver
  • The impact that your agency provides to the community
  • Key messaging
  • Review board expectations again
  • Duties and purpose of the board
  • How your board operates
  • Logistics – staff and board contact information, key dates, access to any portals or technology the board uses, and any other materials they will need

Finally, you might consider putting together a goodie bag for when they come to their first meeting. The goodies could include an agency t-shirt, their name tag, a notepad and pen, candy, and other swag. (This would be a great project for a board member who really loves to help with recognitions and appreciations.) 

How you bring a new person into your organization sets the tone for their experience. Want to retain your board members? Put intentional thought into all aspects of the experience you are providing for them. If you would like help putting together an on-boarding process that’s right for your agency, I would love to visit. Email me at Kim@Athena-CoCo.com, 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 

 

Engaging Prospective Board Members

In this article I talked about where to find prospective board members. (Incidentally, the sources for finding board members are also a great place to look for good donors.) Then, in this one I talked about the importance of clarifying your board expectations. Afterall, you wouldn’t take a paid job without knowing what the company was expecting from you. Similarly, no one wants to get into a volunteer position and be caught off guard by what is expected of them.

Today’s article is going to look at those crucial next steps. Once you know what you expect from your board members, and you have some ideas about where to look for and recruit them – you need to be ready with a plan for what to do with them once you start attracting them. 

I have observed leaders who meet someone – who has a little bit of interest in their organization – and they ask them to join their board right away. Finding, recruiting, and keeping good board members is hard work. It’s understandable that leaders may want to try and capture those interested as quickly as possible. However, slowing this process down is a much better approach. Let’s explore why. 

Recruiting Your Boss

Often, especially in younger nonprofits, the Executive Director does a lot of the work of recruiting the board. It often becomes just one more of the millions of things that she or he needs to work on. The very top reason to slow down the board recruitment process is because, as the ED, you are essentially recruiting one of your bosses. It’s safe to say that you probably want to make sure that you bring on someone who you trust, who you know will make decisions with the best interest of the organization in mind, and who is volunteering for your organization for the right reasons. 

Relationships Drive the Work

The work of a nonprofit organization is highly relational. Successful organizations engage more and more people in the important work of making the world a better place. Strong and healthy boards help to share the story of the organization, connect to partners, recruit more people to engage, and ensure impact and sustainability. Discovering how a prospective board member might contribute in an effective way takes time. It requires multiple interactions to develop a relationship and understand how their involvement can be mutually beneficial. 

Good Decisions Take Time

Just like you want to make a good decision for your agency, you also want to be sure that the prospect makes a good decision for themselves. They need to make a connection to your cause; determine if they have the time, energy and capacity to serve; and decide if your board is a good fit for them. It can be very disruptive to bring on a new board member, have them stay only a few months, and then lose them. 

For these reasons and many more, I recommend that organizations put a recruitment process in place. Having a process doesn’t mean that you cannot deviate from it, it just means that you have a plan for how to develop a relationship with a potential board member. 

Every organization needs to determine how their process looks. Many factors will determine what is right for each agency. An organization’s size, maturity, current programming, current board health, needs, and challenges are just a few of the things to consider. 

When working with agencies I recommend a minimum of 3 to 4 interactions prior to inviting someone to serve on the board. In the generic example below I’ve outlined some basic elements to include.

Board Recruitment Process

  • You get a Lead. This can come from networking, through your programming, a name presented by a volunteer, etc. 
  • Qualify that the Lead seems like a good prospect. Start (or continue) the relationship-building process. Take them out for coffee or lunch. Begin to share the idea of them serving on your board. 
  • If appropriate, invite them to observe a program or operations. Help them get a feel for the work that you do. During the observations make sure that someone hosts them. You want to clearly explain the methodology of your work, what sets your agency apart, and the intentional things you are doing to make a difference. 
    • Agencies that serve highly vulnerable populations may have to find different ways of educating a prospect about their work. 
  • Again – when appropriate, have them visit and observe a board or committee meeting. This is a good way for them to get a feel for the culture and how they might fit into it. 
  • Follow-up with the prospect to answer any questions, review expectations in detail, and explore how they are feeling about the possibility of getting involved. 
  • If they are interested, present to the board for a vote.
  • Officially invite them to join – OR – thank them for going through the process. 
    • A future article will talk about what to do with them once you invite them to join and they say: “Yes!” 
    • If you need to turn them away, share honest feedback. If the door is open to future involvement, let them know. If they are not a match, be clear about that too. 

As you consider who to bring into your organization, there is a lot to think about. Are they a good fit? Do they have skills that your agency needs? Can they help with connections, open doors, or raise money? These are all important questions you need to ask. I believe the most important thing to look for is passion. Do they care about the issue your agency is addressing and your strategies for solving it? If not, they may not bring their best self to the table and they may not contribute consistently. 

When you have a great first “date,” do the next logical step and ask them to get together again. Bringing someone on your board is not as significant as getting married. So after a few good “dates” it may make sense to start talking about taking the relationship to the next level; ie: getting them involved as a volunteer. Just as you should hire slowly and choose a life partner slowly – take your time bringing on new board members. 

If your organization needs help creating a recruitment process that is right for you, I would love to help! Email me at Kim@Athena-CoCo.com 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