Where to Find Your Ideal Board Prospects

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

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

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

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

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

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

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

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

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

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

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

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

 

Friend-Raising

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

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

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

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

  • Confused/Clueless – Unaware or misinformed about your work

  • Casual – Knows a little about what you do

  • Connected – Appreciates and perhaps engages with your work

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

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

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

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

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

 

Start With WHY

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

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

 

Board Activity

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

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

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

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

 

Sourcing Prospects

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

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

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

Three Pronged Approach

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

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

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

Hot Prospects

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

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

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

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

Warm Prospects

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

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

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

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

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

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

Cold Prospects

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

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

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

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

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

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

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

 

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

 

Final Thoughts

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

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

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

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

 

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

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

What Your Organization Needs from Your Board

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

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

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

ByLaws, Duties, Roles, and Responsibilities

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

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

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

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

Value of Creating Board Expectations 

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

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

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

Board Expectations

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

These categories are in no particular order:

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

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

Attendance / Time Commitment

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

Some of the things to consider in this category:

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

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

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

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

That’s where the board can help!

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

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

Fiduciary Governance

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

Some expectations to establish in this category may include: 

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

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

Some things to consider including here are:

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

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

Mission & Outcomes Focused

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

Reasonable expectations in this category include:

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

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

Fundraising & Storytelling

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

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

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

Some expectations to consider spelling out include: 

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

 

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

This document can help guide your discussions.

Implementing Expectations

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

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

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

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

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

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

Final Thoughts: Be Intentional in Board Recruitment

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

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

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

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

 

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

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

kim@athena-coco.com

Understanding the Unique Needs of YOUR Board

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

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

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

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

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

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

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

Getting Specific: Why Narrowing Your Search Helps

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

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

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

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

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

Identifying Your Ideal Board Prospect (IBP)

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

Some key factors to consider when defining your IBP include:

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

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

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

Beyond Skills: The Importance of Personality in Board Composition

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

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

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

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

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

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

How to Leverage Personality Insights for Your Board

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

Taking personality styles into account during board recruitment can help:

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

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

Final Thoughts: Be Intentional in Board Recruitment

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

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

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

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

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

kim@athena-coco.com

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 

Board Games: Building an Engaged and Effective Nonprofit Board

"Great boards are created deliberately and thoughtfully. They don't just happen by accident."

Your nonprofit organization’s success hinges significantly on your board’s effectiveness. 

I’m probably not telling you anything new by saying that your Board of Directors plays a critical role in the governance, decision-making, and steering of your organization toward achieving its mission. However, a huge proportion of my work is helping nonprofit leaders to work through the challenges they have with their boards, and these challenges typically have to do with one or more of three things: engagement, fundraising, and strategic planning. 

If left unaddressed, these challenges can impede your organization’s effectiveness and impact . This article will give you practical solutions to overcome these challenges. By implementing these strategies, nonprofit leaders can build a more engaged, efficient, and strategic board, ultimately improving the impact that your nonprofit can make – which is the whole point right?! 

KEY CHALLENGES

Cathy A. Trower, author of “The Practitioner’s Guide to Governance as Leadership” says, “An effective board of directors is a must-have, not a nice-to-have, for all organizations – nonprofit and for-profit alike.”

I agree with Cathy. However, before creating an effective board of directors, we need to try to understand the challenges.

Engagement and Participation

One of a nonprofit leaders’ most common challenges is ensuring board members are actively engaged and participative. 

I hear from my clients about low meeting attendance, lack of preparedness, and passive board members who do not contribute to discussions. One client was frustrated because she wasn’t able to hold a vote at their last board meeting because they did not have enough board members for a quorum. Another jokingly (but not really) called her board meetings the “sit & get” meeting. This disengagement can significantly affect decision-making processes and your organization’s overall direction.

Poor engagement from board members can lead to missed opportunities, inadequate oversight, and a lack of strategic vision. We need our board members fully involved, prepared, and committed to their roles to guide the organization effectively. I’ve experienced firsthand how a board’s lack of oversight led the organization to being in debt tens of millions of dollars. 

Fundraising Expectations

Traditionally, board members are expected to lead fundraising efforts, but many feel uncomfortable with this responsibility. This discomfort can stem from lacking experience, training, or confidence in requesting donations. 

Consequently, there is often a disconnect between the organization’s fundraising needs and the board’s capabilities. This gap can result in inadequate funding, which hampers the nonprofit’s ability to achieve its goals and sustain its operations. 

Therefore, it is essential to align board members’ skills with fundraising tasks and provide them with the necessary support. It’s imperative to educate our volunteers on the fact that fundraising is so much more than asking for money. It’s about identifying people who do or should care about the mission. It’s building and nurturing relationships with those folks. And it’s about providing meaningful appreciation and recognition. These are things that usually fall within any passionate volunteer’s comfort zone. 

Strategic Planning and Oversight

Your board provides high-level guidance and oversight, to ensure your organization remains aligned with its mission and long-term goals. However, balancing strategic focus with operational involvement can be challenging. 

If your board becomes too involved in day-to-day operations, it can lead to micromanagement. Conversely, your organization may lack clear direction and oversight if your board is too hands-off.

Finding the right balance will ensure effective governance and strategic planning. Your board must focus on the big picture while empowering the staff to handle operational details. This requires a partnership between the Executive Director and the Board Chair/Governance Committee. 

SOLUTIONS

Improving Engagement and Participation

It is so important for nonprofit organizations to clearly define and communicate what they need from their board from the outset, of course this will likely evolve over time. By establishing clear expectations, board members will fully understand their roles and can contribute effectively. This clarity helps align board activities with the organization’s mission and strategic goals, nurturing a more productive and engaged board. 

After establishing needs and clear expectations, improving nonprofit board engagement and participation begins with selecting members who are passionate about the cause and have the necessary skills and experience.

A comprehensive onboarding process helps new members understand their roles, responsibilities, and the organization’s expectations. I would go as far as to say that it is essential to clearly define these roles and provide a handbook that outlines meeting schedules, preparation requirements, and participation expectations.

Effectively utilizing board committees can also increase involvement. Committees can focus on finance, fundraising, or governance for example, allowing members to contribute where they are most effective. 

And of course, regular training and development opportunities, such as workshops, webinars, and retreats, can help board members stay informed and engaged. 

“Great boards are created deliberately and thoughtfully. They don’t just happen by accident.”
~ BoardSource.

This is the fundamental truth about the governance of both nonprofit and for-profit organizations. It requires an intentional effort to build an effective board of directors. 

  • Deliberate Creation: Building a great board is not a passive process. It involves strategic planning and active decision-making to assemble a group of individuals whose skills, experiences, and values align with the organization’s mission and needs.
  • Thoughtful Consideration: The composition of a board should be carefully considered. This includes diversity in expertise, background, and perspective to enrich decision-making and strategic planning.
  • Continuous Improvement: Great boards don’t merely form and maintain their excellence automatically. They require ongoing education, self-assessment, and revitalization to remain relevant and effective in changing environments.
  • Commitment to Governance: All board members should maintain high governance standards through conscious efforts to uphold their duties and responsibilities, ensuring the organization’s long-term success and integrity.

Recognizing board members’ public and private contributions and providing opportunities for personal and professional growth can create a more engaged and effective board.

Addressing Fundraising Challenges

To address fundraising challenges (which is most certainly a topic for another article), board members really do need to be provided with fundraising training. 

This training can include workshops on how to make donation requests, understand donor motivations, and build relationships with potential donors. 

Developing a variety of fundraising strategies that leverage board members’ unique skills is also important. Some may excel in direct fundraising, while others might be better suited for organizing events or engaging in advocacy.

Strategic Planning and Oversight

Improving strategic planning and oversight involves conducting regular strategic planning sessions with board involvement. These sessions can help ensure your organization stays aligned with its mission and adapts to changing circumstances. 

I love it when an organization commits to annually taking time away to strategically think about the direction of the organization. Businesses used to do 3 to 5 year planning, but things change so quickly that a cadence like that becomes irrelevant in no time. One agency I work with takes an annual retreat to reflect on what has happened or changed in the past year and what they need to focus their energy on for the coming year. From this they determine the initiatives the board will focus on and I help keep them on track throughout the year. 

Delineating the responsibilities between your board and staff is also important. Your board should focus on governance and strategic oversight while your staff manages day-to-day operations.

Using dashboards and other tools to monitor critical organizational metrics allows your board to stay informed about your organization’s performance without getting bogged down in operational details. 

Nonprofit organizations face significant challenges that can impact the organization’s effectiveness and success. However, nonprofit leaders can build stronger, more effective boards by proactively addressing these issues leading to engaged, strategic, and supportive boards that drive organizations toward more significant impact and sustainability. This is where you will build the board your organization deserves.

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

 

Nonprofit Board Engagement: Strategies for Cultivating an Effective Board of Directors

Cultivating an engaged and effective Board of Directors is an ongoing challenge for nonprofit leaders. In my work with nonprofit organizations, helping to create a credible board is more than simply assembling individuals; it’s about finding the right fit for your organization. In this article, we’ll delve into fundamental strategies to enhance the board engagement and effectiveness in your organization.

Clarify Your Organizational Needs

Before recruiting board members, it’s crucial that you gain a deep understanding of your organization’s needs. Beyond a passion for the mission and a commitment of time, I encourage you to consider the following factors:

  • Time Allocation Preferences: Understand how your board volunteers prefer to allocate their time. Some may prefer hands-on involvement, while others may prefer strategic planning or fundraising.
  • Comfort with Uncertainty: Assess the comfort level of potential board members with uncertainty and ambiguity – navigating the nonprofit landscape often involves unpredictable challenges, as we well know. 
  • Relevant Experiences and Connections: Seek individuals with experiences and connections within the community that align with your organization’s mission and goals. Their networks can be invaluable for fundraising, partnerships, and outreach.
  • Specialized Skills: Identify individuals with specialized skills that complement your organization’s needs, such as financial expertise, legal knowledge, marketing acumen, or strategic planning experience.

Without a clear understanding of what your organization actually needs, your recruiting efforts may miss the mark, resulting in a board that lacks the diversity of skills and experiences necessary to govern your organization effectively.

Involve Volunteers in Your Planning

Quote: “Generative ideas emerge from joint thinking, from significant conversations, and from sustained, shared struggles to achieve new insights from partners in thought.” ― Vera John- Steiner

Engaging volunteers in strategic planning not only empowers them, but also fosters a deeper connection to your organization. Strategic planning is obviously beneficial and even smaller organizations can benefit from focused discussions about the future. 

Something to consider is the possibility of hosting a planning retreat early in a board member’s tenure with the aim of achieving the following outcomes:

  • Fostering Relationships: Facilitate interactions between your new and experienced volunteers, building a sense of camaraderie and teamwork.
  • Educating New Members: Use the retreat as an opportunity to educate new members about the organization’s mission, history, vision, values, acheivements, and strategic objectives.
  • Shaping Your Organizational Culture: Collaborative planning allows volunteers to contribute their ideas and perspectives, shaping your organizational culture and fostering a sense of ownership.

By involving volunteers in your planning process, they become personally invested in implementing strategies for your organization’s success – and that’s exactly what we want, right! 

Foster Mutual Growth

Effective board engagement is a two-way street. While your organization will benefit from dedicated volunteers, it’s essential to invest in their development and well-being. Consider implementing the following strategies to demonstrate your appreciation and support for their dedication and commitment: 

  • Comprehensive Orientation and Training: Provide thorough orientation sessions to familiarize new board members with your organization’s mission, structure, programs, and governance practices. Offer ongoing training opportunities to enhance their skills and knowledge.
  • Mentorship Programs: Pair new board members with seasoned veterans to provide guidance, support, and opportunities for professional growth.
  • Attendance at Industry Conferences: Facilitate attendance at relevant industry conferences, workshops, and seminars, where board members can learn best practices, network with peers, and gain fresh perspectives.
  • Recognition and Appreciation: Regularly acknowledge and celebrate volunteer contributions through various channels, such as newsletters, social media, awards ceremonies, and personal thank-you notes.

Quote: “Never doubt that a small group of thoughtful committed citizens can change the world: indeed, it’s the only thing that ever has.” ― Margaret Mead

When organizations prioritize the growth and satisfaction of their board members, engagement naturally follows, leading to a more cohesive and effective governing body. Cultivating an engaged and effective Board of Directors requires intentional effort and investment. By clarifying organizational needs, involving volunteers in planning, and fostering mutual growth, nonprofits can build a strong foundation for governance excellence and mission success.

Of course, every nonprofit is different and has unique needs and challenges which is why I am here. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss ways to effectively engage your organization’s Board of Directors. 

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

Passion and Presence

I often get asked about the requirements of being a board member. And that’s a great question! Afterall, these folks are responsible for the leadership, vision, and long-term sustainability of amazing organizations that are committed to making our world a better place. 

So, many people are surprised when they learn that there really are no restrictions to who can serve on a nonprofit Board of Directors. There are a few states that have age requirements, but those can be easily circumvented through an agency’s ByLaws. So pretty much anyone can serve on a board. 

Who Can Serve?

That being said, there are some people who it would probably be a bad idea to put on a board. For example, anyone who has a conflict of interest could be a bad choice. This might be an employee, spouse of an employee, or anyone who could consistently gain financially from decisions made by the board. These folks would have to regularly recuse themselves from conversations, to the point where it might be difficult to be actively involved. Not only that, as the board members develop working relationships (which is a good thing!), it may be hard for other volunteers to make unbiased decisions due to their connections. 

Depending on the kind of board, the industry they are working in, and the longevity of the organization, individual boards may have specific needs. Boards often like to have someone with some business sense, content experts, or representation from the constituents they serve. But these are not legal requirements, and not everyone on the board will fall into one of the desired categories. 

Since there are no requirements in terms of skills, knowledge, experience, or other credentials – it begs the question, what does the organization and the board need from regular old people? I personally think that the two best things a person can bring to a board are attributes accessible to anyone. Those are passion and presence. 

Passion

When a board is looking for a new volunteer, I always tell them to look for passion first. Even if the organization really needs someone to help with their books, that should be secondary. If a volunteer is not passionate about the work, it’s going to be very easy for them to put the agency’s needs on the back burner. We want volunteers who care about the cause being addressed, not someone who has been talked into helping. 

This isn’t to say that people cannot develop a passion by learning more about the problem the agency is working to solve. Not being super passionate about a cause is not an automatic disqualifier. It just puts more pressure on the organization to educate and engage the new volunteer in understanding the work. 

Presence

The second component – presence – is something anyone can give to any organization. The simple (but not easy) act of being a mindful, thoughtful, present volunteer is one of the best things a volunteer can give to an agency. Because what a nonprofit really needs from their board is volunteers who take their role seriously and contribute in meaningful ways. 

Headspace (a free meditation app) defines being present as being focused on one thing — a conversation, a project, a task in hand — without distraction, without wanting to be somewhere else, without being in your head and lost in thought.

The nonprofit industry needs fully-present volunteers, committed to understanding their role and bringing thoughtful energy to the work of leading our nonprofit organizations. They do not necessarily need them to be an expert in the work they do, but they need volunteers to bring their opinions, their insights regarding the community and trends, and their critical thinking. These are all things that a volunteer can start contributing at meeting #1. There may be a lot of questions at first, and I always encourage volunteers to ask lots of them. If one person has the question, others can probably also gain insight from the conversation. 

Some people work at being present, for some it comes natural, and for others they may not give it much attention. So, how do we cultivate more presence of mind among governance volunteers? Here are a few ideas to try in board and committee meetings:

  • Kick off meetings with an opening thought
  • Create a segue from whatever volunteers had going on before the meeting, to the work of the meeting
  • Open with a mission moment
  • Consider implementing breathing exercises (here’s a great video on the power of breathwork) 
  • When it’s becoming clear that focus us waning, take a mindfulness break
  • Implement techniques like small group discussions or “all play” input to ensure everyone stays engaged
  • If you have other ideas for fostering presence in your board (or life), please share them with me!

When businesses are hiring, they often talk about the importance of hiring for attitude. This is because they believe they can train for everything else. Bringing on a governance volunteer is not much different. An organization can train and educate on the cause, the work, and the expectations. An organization usually needs the full engagement of their volunteers right away. “Hiring” for passion and presence means more engagement faster.

I love helping organizations to curate the board they need to advance the work of their organization. Email me at Kim@Athena-CoCo.com or schedule a Discovery Call if you would like to discuss ways to improve the health of a Board of Directors you know and love.

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

Check-in from Kim

About once a year I do a check-in with my contacts. I like to let folks know what I’m up to, and I love it when I get a response with an update on YOU! Would I prefer to sit down and have coffee with every single one of you? YES! Do I need that much caffeine in my system? No, no I do not.

It’s been just over a year since life’s circumstances led me to move back to Des Moines, Iowa from the Colorado Springs area. Overall, it’s been a great change for my family and me. I’ve been able to reconnect with my network, as well as family and friends. In 2023 I rode my bicycles more than the previous 5 years combined! My son is enjoying his senior year in high school, and my daughter is back in Colorado taking classes at CU Boulder. I so appreciate all of the support I received throughout my transition!

When I started my business I was doing consulting and coaching with just about anybody. Any of you who have a small business probably knows that doing anything often means doing nothing. As my journey continued, I narrowed my focus to nonprofits. Then getting even more specific, I now spend most of my time supporting nonprofit organizations with their volunteer governance boards, also known as their Board of Directors.

During my long career with the YMCA, I gained a LOT of knowledge and expertise in developing, leading, and empowering boards. What I didn’t realize at the time is that most nonprofit leaders do not receive any education on how a board should function, how to grow it, what to do with the volunteers once you have them, or what it means to have a healthy board. And those are the clients who I most love to help. A strong Board of Directors is vital to the long term sustainability and impact of an organization. Helping them get there is an honor!

Many people commit to new year’s resolutions this time of year (yes, I’m still considering this a new year, we’re only about 15% into 2024). In addition to trying to eat more green stuff and swear less, it’s also a great time to consider taking on a new role with a nonprofit Board of Directors. This kind of resolution is a win-win-win! You win by generating endorphins that come from doing good things for other people. The agency wins through gaining all your knowledge, passion, skills and expertise. And the community wins when you commit to making it a better place. If this is something that you are thinking about trying, check out my article on red flags to watch for, so that you can have the best experience possible.

If you are already serving on a board (thank you!), the new year is also a great time to take a good hard look at how it is functioning. Governance boards are often made up of business men and women. Sometimes we assume that since the people involved are all successful in their work life, they will be great in this role. Just like any other team or group – sports, staff, Girl Scouts – a board needs intentional thought put into getting, and staying healthy. To start a conversation about the health of your board, check out this article on conducting a board evaluation.

If you, or someone you know sits on a board that is not currently spending 80-90% of their time on governance work – I’d love to chat with the Chair/President or Executive Director. Governance work = visioning and planning, creating strategy, ensuring long-term sustainability, growing governance capacity, and partnering with the Executive Director in the leadership of the organization.

Below is a general list of the services that I provide to nonprofit agencies. One of the cool things about working with me is that I customize each contract package to meet the unique needs of the organization. Using listening and Motivational Interviewing skills I am able to create learning and growth experiences that advance the work of the organization.

Services:

  • Board evaluations
  • Executive Director and/or Chair/President coaching
  • Agency Consulting
  • Fractional support (part-time or temporary executive support)
  • Customized trainings
  • Strategic/Planning retreats

The nonprofit sector exists to make our world a better place. I love that I get to help these agencies get organized and build a healthy foundation. When you have your ducks in a row, saving the world is a lot more fun!

Respond to this email or schedule a Discovery Call if you would like to catch up, or discuss ways to improve the health of a Board of Directors you know and love.

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

Plan for a Great Year-end Now

There are many different ways to raise money for the great causes in our communities. Getting your hardware store to have customers round-up, special events, mailings, selling cookies, and many, many more! In my career as an Executive Director and in the work I do now as a Consultant, I’ve always been much more passionate about the relationship side of fundraising than the transactional side. 

When we get nameless, faceless individuals to give us money on impulse or out of feelings of obligation or guilt, we are essentially making a transaction. It’s usually a one-time deal, and we never see the person again. There is nothing at all wrong with this. Many organizations are able to raise significant funds in this way. It’s just that I don’t get excited about it. 

The aspect of fundraising that motivates me is connecting people to causes that they care deeply about. To me, helping people to consider ways that they can make our communities stronger and healthier is what the nonprofit sector is all about. It involves drawing out empathy and compassion, then facilitating opportunities to direct those emotions into action and impact. This starts with developing relationships and your Board of Directors is a great place to begin laying the foundation of relationship-based development. 

At the end of the year, many organizations focus a great deal of energy on tasks that drive transactional giving. This is totally understandable – there are budgets to meet and year-end generosity and tax advantages to capitalize on. However, I want to spend this article giving you five strategies that you can put in place now (or over the next few months) that will help you sail into Q4 with confidence. 

Strategy #1 – Evaluate your Board of Directors

Is your board engaged? Do they care about the critical social issue you are addressing? Do they joyfully give their time, talent and treasure to advance the work you are doing to make your community a better place? Your board should be made up of your most enthusiastic and dedicated donors and volunteers. If they are not, it’s likely time for a shakedown. Imagine the year-end potential if you have a dozen raving fans out in the community sharing the importance of the work you do! 

Strategy #2 – Educate your Board of Directors 

Many people join boards because they care about the issue and advancing the solution, but they don’t know how to help. If they are not given direction, they often become disengaged, or they focus their energy in ways that are not helpful to the organization. Staff are already more than busy, and do not have time to download the massive amount of knowledge they have accumulated while working in the industry. 

So how do you bring volunteers up to speed so they can be actively involved in advancing the work? Give homework. Here are a few ideas that can help your volunteers understand your cause better. 

    • Assign research on the history or root cause of the issue your agency addresses. What are the underlying issues that many people don’t understand? 
    • Assign interviews with other agencies tackling different aspects of the issue. How do the different agencies work together? What other opportunities exist for tackling the problem? Why should we or should we not expand to address the issue in different ways? 
    • Assign interviews with constituents to help understand the impact of the issue. What do we think we know, but we really don’t? 
    • If possible, send them through an experience that helps them understand the work better. Poverty simulations, accessing services as a potential constituent, participating in programs, serving as a front-line volunteer, and more can give volunteers a deeper understanding of the cause. 

Have volunteers do their homework, then present it to the full board during a regular meeting. Them doing the research is going to make the learning more impactful, and they will likely come away with significantly different learnings than if staff had just told them what they know. 

Board members with a strong understanding of the problem and the unique way their organization is addressing the problem, are excited about sharing your amazing work and engaging other people in the solution. 

Strategy #3 – Engage your Board of Directors

Boards that come together every month or so just to hear about operations, are totally missing the point. Board and committee meetings should be centered on the work that the volunteers are doing to advance the cause. A planning or strategic retreat early in the fiscal year can help clarify the work that they need to be doing. If your agency is new to engaging your governance volunteers in appropriate work, here are a few ideas that can come out of intentionally planning their focus:

    • Expand upon the education homework to deepen understanding
    • Debate the merits of expanding or staying narrowly focused
    • Identify marketing opportunities for participants or donors
    • Discuss ways to deepen relationships with potential participants or donors 
    • Consider the strategies of other industries and how they may inform your work
    • Compare funding streams with those of other agencies and discuss
    • Identify XX prospects who should be friends of your organization and strategize how to establish and strengthen those relationships
    • Create policies to ensure long-term success
    • Plan for change, challenges and growth

These are just a few ideas, and of course – they will totally depend on the work and stage of your organization. The idea is to strengthen your board, their understanding and commitment to your work. As a result, you multiply the number of voices you have in your community sharing your stories. 

Strategy #4 – Tell different kinds of stories

Different brains work differently. There are a myriad of personality tests out there to prove it. So if you are only telling one kind of story, you are likely only connecting with one type of brain. Very generally speaking, these four different types of stories will appeal to four different types of potential friends of your organization:

    • Empathetic – these folks want to hear the stories about the people impacted by the problem and how you are helping them
    • Analytic – tell them about the numbers of people affected, financial burdens created by the problem, money saved by your solution, etc
    • Big Picture – give them the vision of how the world will be a better place because of your work
    • Process – this group wants to understand the problem and the way that you are fixing it

Oftentimes we just tell stories that pull at the heartstrings. Those are important stories, but for some people that’s just white noise. By telling different types of stories, you will pique the interest of more people and more potential year-end givers. When you educated your board on the different kinds of stories that can be told, you help them grow, and they become better story tellers for you. 

Strategy #5 – Capture and Communicate

I’ve talked before about the idea of friend-raising. This involves connecting people to your organization so that they care and hopefully want to volunteer, donate, spread the word, or engage in some other way. To friend-raise, you need to get out and talk to people about the work you are doing. Go to Rotary Clubs and networking groups and farmers markets. Seize every opportunity to tell your stories. This is how you spread awareness and find more potential “friends” of your organization.

If you are not already doing this, establish a system for capturing anyone who has potential to be a friend. In addition to name and contact information, collect how they connected to the organization, who would be a good person to follow-up, and rank whether they are a casual friend, a connected friend, or a committed friend. This can be a sophisticated CRM or an excel spreadsheet. 

When you (staff or volunteers) are out in the community speaking about your agency, note the people who ask the extra questions. Or the ones who have a personal story to tell you. Or the ones who stick around afterwards to talk more about the issue. These are perfect people to add to your list. 

Once you have a list, follow-up with them multiple times throughout the year. Send pictures from events, updates on impact, information about upcoming engagement opportunities, success stories, and more. Set a goal of connecting with organizational friends X times throughout the year. The purpose of the communications should be to deepen the relationship (they can include a “soft ask” if it feels appropriate). The bigger goal is to give them reasons why they want to donate during your year-end efforts. 

There you go! Five things that you (staff and volunteer leadership) can do now or throughout the year, to help make Q4 successful, fun and prosperous for your organization. 

I help organizations to create the volunteer leadership they need to advance their work and help make our world a better place. Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to discuss ways to strengthen 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