Board Service Should be a Two-Way Street

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

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

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

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

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

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

Training & Education

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

Mentoring & Networking

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

Personal Growth

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

Recognition

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

Board & Leadership Experience

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

Intrinsic Value

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

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

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

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

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

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

Sound familiar?

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

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

The Nonprofit Board Dilemma

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

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

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

The Path to a Powerhouse Board

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

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

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

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

A Six-Month Journey to Excellence

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

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

Is This Program Right for You?

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

But ask yourself:

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

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

Ready to Transform Your Board?

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

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

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

 

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

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 

 

5 Signs You Might Be Leading a Toxic Organization

In the United States, the prevalence of toxic work cultures is not confined to any single sector, but it is notably high in nonprofit organizations. 

According to the 2023 Work in America Survey, 26% of nonprofit employees characterized their workplace as toxic, a significant concern given that toxic environments can severely impact mental health. 

The survey also revealed that employees in nonprofit and government organizations are more likely to experience a toxic workplace than those in the private sector (25% and 26% vs. 17%, respectively). 

This high rate of burnout, characterized by chronic fatigue, cynicism, and a sense of ineffectiveness, is exacerbated by the demanding nature of nonprofit work and often limited resources. Thus, it emphasizes the need for better employee support and resources in these environments. 

As an executive leader or a board member, you will most likely be trying to work out how to ensure that the environment you foster is positive, inclusive, and empowering. However, recognizing the signs of a toxic organization can be challenging, especially if you are deeply involved in the day-to-day operations or fairly removed. 

In this guide, I’m exploring five critical signs that may indicate you are leading a toxic organization and provide actionable tips to address and rectify these issues.

What Are The Signs An Organization is Toxic?

Here are the top signs I look out for when identifying if an organization is toxic.

1. High Employee Turnover 

High employee turnover is a significant red flag that suggests deeper organizational issues. 

When staff frequently leave, it points to poor management, lack of support, or an unhealthy work culture. Employees may feel undervalued, overworked, or unsupported, leading them to seek opportunities elsewhere.

Actionable Tip: Conduct exit interviews to gather honest feedback from departing employees. Identify common themes and areas for improvement to address the root causes of turnover.

2. Low Employee Morale 

Low employee morale is a clear sign of a toxic work environment. The board of directors should be working closely with the executive director and setting expectations to foster an open and supportive atmosphere.

Disengaged and unmotivated staff can lead to decreased productivity and enthusiasm, this is particularly troubling in the nonprofit sector, where passion for your mission is critical.

Actionable Tip: Foster an open and supportive atmosphere. Regularly acknowledge and reward employee contributions to boost morale and engagement. Create opportunities for staff to voice their concerns and suggestions.

3. Poor Communication 

Ineffective communication can create confusion, mistrust, and frustration among staff. When messaging is inconsistent, vague, or lacking transparency, it can lead to a chaotic environment where employees feel left in the dark.

Actionable Tip: Establish clear and consistent communication channels. Ensure that important information flows freely and accurately throughout the organization. Encourage open dialogue, transparency, and feedback to build trust and clarity.

4. Cliques and Exclusionary Behavior 

Cliques and exclusionary behavior can divide your team and create a hostile work environment. Favoring certain groups or individuals over others can lead to feelings of resentment and alienation.

Actionable Tip: Promote inclusivity by encouraging collaboration and team-building activities. Create a culture where all employees feel valued and included, regardless of their position or tenure.

5. Lack of Work-Life Balance 

An unhealthy work-life balance is a common issue in toxic organizations. Employees who are consistently overworked and unable to balance their professional and personal lives can experience burnout and decreased overall well-being.

Actionable Tip: Implement policies that promote work-life balance, such as flexible working hours and regular breaks. Encourage employees to take time off and prioritize their health and well-being.

Addressing Workplace Toxicity Issues

The first step in fixing a toxic environment is being aware and wanting to improve

Awareness requires a candid and thorough evaluation of your organization’s current state. Begin with an organizational assessment that can identify areas of concern. 

This assessment can take various forms, such as employee surveys, focus groups, or external audits. The goal is to gather comprehensive data on the organizational climate, communication patterns, management practices, and employee satisfaction.

As an organizational  leader, acknowledging these signs and committing to change is essential to creating an atmosphere of trust and transparency where employees feel safe to voice their concerns. 

Start by communicating your commitment to improving the workplace environment. Transparently acknowledging issues can foster a sense of trust and openness. 

Next, clearly articulate the steps to address these concerns and how you will involve staff. Engage with your team to understand their perspectives and involve them in creating solutions. 

Employee input is invaluable in shaping a positive organizational culture. Form committees or working groups with diverse staff members to brainstorm and implement solutions. 

Update the team regularly on progress and be open to feedback. This collaborative approach empowers employees and ensures that implemented changes are practical and widely accepted.

Leadership training and development are also vital components of addressing toxic environments. 

Equip your leaders with the skills to manage effectively, communicate transparently, and support their teams. Investing in leadership development programs can have a ripple effect throughout the organization, promoting a culture of respect, inclusion, and continuous improvement.

Creating a Positive and Productive Environment

Creating and sustaining a healthy organizational culture is essential for the success and impact of any nonprofit. 

Nonprofits are mission-driven, and employees frequently go above and beyond to support their causes. If not managed properly, this can lead to unsustainable work practices. A toxic culture not only affects employee well-being but also hampers organizational effectiveness. High turnover rates can lead to losing institutional knowledge, increased training costs, and decreased overall productivity. 

Recognizing and addressing the signs of a toxic organization is essential for creating a positive and productive work environment, which truly enables and supports nonprofits’ beneficiaries. 

As a leader, your proactive efforts can transform the culture and enhance the overall effectiveness of your nonprofit. For a more comprehensive guide on identifying and fixing toxic organizational cultures, download our full guide or schedule a free consultation today. 

Your commitment to improving your organization’s culture will benefit your staff and amplify the impact of your mission.

Download the Full Guide & Book a Free Consultation

By taking these steps, you invest in a healthier, more effective organization that can better serve your community and constituents.

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

 

Think of your Board of Directors as an Adult Leadership Program

When I was an Executive Director with the YMCAs, I had Program Directors who ran our programs – things like day camp, youth sports, teen leaders, etc. Other organizations probably have similar roles, people who run programs, services, do case management, etc. A couple of months ago I shared an article on effective board meetings. In it, I talked about how I think of the Board of Directors as an Adult Leadership program that the Executive Director leads. 

Our youth programs would teach kids things like teamwork, sportsmanship, and how to develop healthy relationships. Similarly, our Board of Directors helps adults to develop their presentation and collaboration skills, it teaches them how to problem solve and advocate for things that are important to them, and it gives them a connection to their community that they might not otherwise have. 

When we think about our boards in that light, it shifts how we think about the structure, functions and activities of the board. It also helps us shift from a one-way street to a two-way street. If we just think about the board as being there to serve our organization, it’s a one-way street – what can the organization get out of these people? When we consider our work with the board as a two-way street we start to think about how the work engages and develops the members of the board. 

In planning a youth development program, the director needs to consider these components: 

  • Objectives and Purpose
  • Target Audience
  • Program Structure and Activities 
  • Curriculum and Content
  • Resources and Materials
  • Staff and Volunteers
  • Budget and Funding
  • Outreach and Recruitment
  • Evaluation and Assessment
  • Safety and Risk Management 

Let’s look at each and see how these planning components can apply to running an Adult Leadership program, AKA the Board of Directors. 

  • Objectives and Purpose

    • Clarify what you want the organization to get out of the program AND what you want the participants to come away with. Will they experience skills development, personal growth, community engagement, network building, leadership skills, personal fulfillment, etc? 
  • Target Audience

    • Who and what does your organization need in order to advance the work on the cause? Think about the skills, passion, connections, characteristics, and demographics of the people you want on your board. If the people on your board do not possess the qualities that you need, how can you help them to level-up?
  • Program Structure and Activities 

    • What are you going to have your board members do? It’s not enough to just have them come to board meetings for a sit & get. Incorporate opportunities for every board member to speak and contribute. Think about engagement opportunities outside of board meetings; such as committees, task forces, program observations, community outreach, public appearances, and more. Ideas for engaging your volunteers at a higher level:
      • Provide experiential learning to help grow their knowledge of the cause
      • Give them research projects or reading to do and report back to the larger group
      • Have them interview experts in your industry and share their learnings 
      • Give them the opportunity to conduct mission moment interviews and share the impact the organization is having
      • Delegate the facilitation of a discussion topics to someone other than the board chair
      • Additionally: opening thoughts, timekeepers, and committee reports are all roles that volunteers can step into 
  • Curriculum and Content

    • The content of board work should tie back to the mission and strategies of the organization. By including volunteers in strategic planning and tying those plans back to the month-to-month work of the board, you actively engage your board in advancing the mission. In addition, consider the opportunities you are including for your volunteers to grow. You might include:
      • Formal or informal training on things like: board governance, community initiatives, leadership skills, industry trends, etc. 
      • Board mentoring
      • Presentation opportunities
      • Networking 
      • Mission education and connection
  • Resources and Materials

    • This involves ensuring that your volunteers have the information available to do their job as a board member effectively. That can include an onboarding process, access to historical information, agendas and reading materials distributed in advance, and staff or volunteer support.
  • Staff and Volunteers

    • In order to ensure that the adult leadership program is effective, it requires staff or volunteer monitoring. Often the Executive Director is the leader who ensures that the program runs according to design. A Board Development committee or a Board Governance committee can (and should) help with planning, executing, and evaluating the work of the board. 
  • Budget and Funding

    • Just like with any other program, potential expenses need to be considered. Do you need to rent space for meetings, provide meals or snacks, purchase name tags or shirts, host socials, etc? Meals or other refreshments can serve as a great strategy for bringing people together and providing informal networking. 
  • Outreach and Recruitment

    • I hardly ever talk to a nonprofit leader that doesn’t ask me how they can find and recruit good board members. It’s important to acknowledge the fact that a professional and highly productive board can be one of your best attraction and retention tools. When people are excited about serving on your board and they believe their time is being used valuably, they will want to get others involved. And, the opposite is true. If meetings are unproductive and poorly organized, they can repel prospective board members.
  • Evaluation and Assessment

    • Again, this is often led by the Executive Director, and it is great to enlist the Board Development committee with this process. Good questions for the group to discuss include:
      • How effective was our last meeting?
      • Did we engage all members?
      • Are volunteers actively contributing?
      • What can we do to make the next one better? 
      • Are there any “off-line” conversations that need to happen? 
      • Are we meeting our objectives in regards to adult leadership development? 
      • Are we moving the needle on the work of the board towards our strategic objectives? 
  • Safety and Risk Management 

    • Serving on a board is usually a fairly low risk program in terms of physical safety. Unlike providing swimming or camping programming! To make sure that your volunteers are protected, all agencies should carry Directors & Officers (D&O) insurance. Additionally, ensuring that you create a culture where it is safe for people to step outside their comfort zone is key to helping them grow. No one grows when they do not feel safe. 

There’s no question that our best volunteers are the ones who give their time and energy to our organization out of a passion and desire to give back. And that is still super important. But if we are only thinking about what we can get out of our board members, rather than what we can give them, we are missing an opportunity to further develop the adult leaders we interact with and who care about making our world a better place. 

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 your organization’s Adult Leadership Program. 

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

 

Glossary of Terms

I work with a lot of people who are new to the nonprofit field. Some have decided to transition from working in the for-profit world to have more purpose in their work. Others have identified a problem, created a unique solution and started an organization to help make our world a better place. Still others are at a place in their lives where they are ready to start giving back to their community and are stepping into their first board governance role. 

Through working with these “newbies” I often get asked about different terminology. Words or phases that don’t quite make sense to them. Or they believe them to mean something different. It was out of one of those conversations that came the idea to write an article that is really a glossary of terms. 

Working or volunteering in the nonprofit sector can be a rewarding experience, but it can also be challenging to navigate the unique language and culture of these organizations. Understanding the terms and titles used in the nonprofit sector is essential to effective communication. Below are some of the most common terms and titles used in the nonprofit sector.

  • Nonprofit Business – An organization that operates for the benefit of the public, rather than to generate profit for its owners. 
  • 501(c)(3) – A tax-exempt status granted by the IRS to nonprofit organizations that meet certain criteria, such as being organized and operated for charitable, educational, religious, scientific, or literary purposes.
  • Agency, Organization, Nonprofit or Charity – There are terms that refer to a nonprofit business. 
  • Mission Statement – A statement that defines the purpose and goals of a nonprofit organization.
  • Executive Director (ED) or CEO – In an organization with paid staff, this is usually the top staff person and chief spokesperson of a nonprofit organization. These terms are not generally used in smaller, all-volunteer nonprofits. 
  • Program Director (or Manager, or Coordinator) – Whether an organization has paid staff or not, this refers to the individual(s) responsible for overseeing programs or services offered. It’s usually a paid position, but there are many examples of volunteer program positions. 
  • Development Director – Usually a paid position, this role is responsible for managing fundraising and financial development activities of a nonprofit organization.
  • Fundraising – The process of soliciting and collecting donations from individuals, corporations, and other sources to support a nonprofit organization’s mission, programs and services.
  • Philanthropy – The origin of the word philanthropy is Greek and means love for mankind. Today, philanthropy includes the concept of voluntary giving by an individual or group to promote the common good. The giving can include time, talent, and treasure. 
  • Donors – Individuals, foundations, or corporations providing funding to a nonprofit. 
  • Grant – A financial award provided to a nonprofit organization by a foundation, corporation, or government agency to support a specific project or program.
  • Letter of Intent – A donor’s letter or brief statement indicating intention to make a specific gift.
  • Charitable Giving – The act of donating money or assets to a nonprofit organization for philanthropic purposes.
  • In-kind Donation – A non-monetary donation of goods or services to a nonprofit organization, such as donated office space or pro-bono consulting services.
  • Endowment – A pool of funds that are invested to generate income for a nonprofit organization over the long term.
  • Annual Campaign – Fundraising efforts that go to the annual operations of an organization. Sometimes called a Sustaining Campaign
  • Capital Campaign – A fundraising campaign intended to fund a large project, often a building or other physical structures. 
  • Bricks and Mortar – An informal term indicating grants for buildings or construction projects.
  • Donor Stewardship – The practice of cultivating relationships with donors to build trust, engage them in the organization’s mission, and ensure their ongoing support.
  • Volunteer – An individual who donates their time, skills and knowledge to assist a nonprofit organization.
  • Board of Directors – The governing body of a nonprofit organization, responsible for overseeing the organization’s management and making strategic decisions. Every nonprofit organization is required by law to have a Board of Directors. 
  • Board Members – These are volunteer governance leaders of a nonprofit. As a group they are responsible for making strategic decisions and providing oversight. 
  • ByLaws – This is a document that spells out how the Board of Directors and the organization will function. 
  • Board Development – The practice of developing and implementing strategies to recruit, train, and retain volunteers for a nonprofit organization.
  • Articles of Incorporation – A legal document filed with the secretary of state to create a nonprofit corporation. This process is called incorporating. In some states, they are called a Certificate of Incorporation or Corporate Charter.
  • 990 – An IRS form filed annually by nonprofit organizations. 
  • Constituents or Clients – These words refer to those who are served by or who benefit from the work of the nonprofit. They usually refer to people, but it could include animals, groups or other entities. 
  • Stakeholders – Individuals or groups who have a vested interest in the organization. These could include partners, donors, volunteers, clients, staff and community members. An agency’s stakeholders are usually defined by the nonprofit.
  • Audience – This refers to the people that an organization is trying to reach with their messaging. It could be potential donors or volunteers, the entire community, or a specific demographic. 
  • Advocacy – The act of developing and implementing strategies to advance a nonprofit organization’s mission and goals. Advocacy can also represent a cause served by many different nonprofit organizations. 
  • Social enterprise – A social enterprise is a business with social objectives. Maximizing profits is not the primary goal of a social enterprise as is with a traditional for-profit business. And unlike a nonprofit, social enterprises pursue endeavors that generate revenues, which fund their social causes.
  • Impact – Measurement of the value and effectiveness of a nonprofit organization’s programs and services to the community. 
  • Annual report – A document that provides information about a nonprofit organization’s activities, financial performance, and accomplishments during a given year.
  • Capacity building – The process of strengthening a nonprofit organization’s infrastructure, systems, and processes to improve its effectiveness and sustainability.

Wow! This list is so long!!! I could have gone on and on, but I think this is enough for now. If you’re new to nonprofits or just thinking about getting involved, I hope this guide provides a helpful introduction to some of the most common terms and titles used in the sector. Please share with anyone who you think will appreciate the insight. 

Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call if you would like to learn more about the nonprofit sector, how to engage, and how you can help make our world a better place! 

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

The Art of Board Communication

After a mini-Spring Break with my kids, I’m back on track with my project comparing leading staff teams to leading a Board of Directors. I see a lot of similarities, but many nonprofit leaders find board leadership to be intimidating and confusing. Hopefully this series can help to alleviate some of those uncomfortable feelings. Afterall, board volunteers are really just people who want to have a positive impact on their communities. Not much different from nonprofit staff, really. Check out earlier articles on culture, supervision, accountability, and appreciation

A big part of leading a Board of Directors is about building relationships around a common purpose. That being the mission of your organization. Building healthy relationships comes down to communication, similar to relationships with staff. The tricky part is striking a balance between enough communication and not overwhelming your volunteers. 

I like to categorize board communication down into these three buckets: 

  • Logistics
  • Relationship building
  • Agency understanding

The rest of this article will explore each category and systems for improving communication and relationship building in your agency. 

Logistics

  • What time is the board meeting? 
  • Where are we meeting? 
  • What are we talking about? 
  • Do I need to be prepared to speak? 
  • Do we really need to meet?

If you have board members asking questions like these in the lead up to a board meeting, you likely have room to improve your logistical communication. People like to know what to expect, and it’s a good practice to give them the resources needed to come to each  meeting prepared. 

Here are the best practice standards I recommend implementing when it comes to board meeting communication, specifically. However, these can also be used for committee meetings, events, and other board requirements. 

  • 3-4 weeks prior to the board meeting: Board President and Executive Director discuss meeting content. You may also include your Board Secretary or Administrative Assistant as well – whoever is responsible for communicating meeting details out to the board. 

Many agencies convene their boards during the third week of the month. This is common because by that time financial statements are prepared and can be presented. When that’s the case, the first day of the month can be a good trigger to start preparing for your board meeting. 

This planning meeting involves: 

    • Putting together the board meeting agenda (I’m planning a future article on my recommendations for effective board meeting agendas – watch for it!)
    • Determining materials for the board packet and who will collect them
    • Deciding who will present on what topics at the meeting
    • Assigning communication roles – what conversations need to happen to ensure everyone is fully prepared to speak at the meeting?

In addition, the beginning of the month is a good time to make sure that meeting reminders go out, or calendar invites have all the current attendees included. 

  • 2-3 weeks prior to the meeting: All presenters have been prepared. The board chair or the exec connects with everyone who will have a presenting role in the meeting. They are coached on the amount of time they will be allotted and the key points to cover. If there is a discussion to follow, clarify who will facilitate the conversation vs who will be engaged in it. 

In addition to preparing all presenters, print materials and resources should be gathered during this time frame. 

  • 1-2 weeks prior to the meeting: Prepare and distribute board packets. By this time you should have confirmed all presenters and gathered all materials for the board packet. A minimum of one week (10 days is better) before the meeting the full board packet is distributed. 

Board of Directors meet

  • Within 1 week after: Board meeting minutes are distributed. Assignments and action steps are highlighted. 

I often see agencies where the only communication that happens with the board is at the board meeting. By implementing the process above you provide at least three additional touch points with your volunteers – save the date reminder, board packet, and meeting follow-up. If that’s where you are at, this is a good first step towards improving communication. 

Another thing that I’ve seen is execs who expect their board to handle all of this on their own. While that is definitely the best case scenario, they might need help getting there. With guidance from the Executive Director on these best practices, it’s fully reasonable to get to the point where your Board President or Secretary is leading the charge on these conversations and the communication plan around board meetings. 

Relationship Building

Like I stated above, leading a board comes down to building healthy relationships with your volunteers. Think about how you do this with staff members. Whether it’s intentional or not, your relationship building process probably includes one-on-one conversations, informally stopping by to chat, team building activities built into meetings, learning about them on a personal level, and more. 

It can be a little more difficult to do some of these things with board members, who are not in your office space everyday. But there are likely ideas you can glean from the relationship building you do with staff. Here are a few that come to my mind:

  • Include get-to-know-you activities as the opener to your meetings. Ask questions like: what was your first car, who is someone who had a significant impact on you growing up, favorite family vacation, or what they are doing for the weekend. 
  • Distribute an All About Me document. This can be used to gather information about your volunteers’ families, career, accomplishments, likes and dislikes, and more. A fun idea from this is to have everyone’s favorite snack at board meetings. 
  • Go to them. Pick one board member a month (or week), and go visit their office. Bring them their favorite (office appropriate) drink. See them on their turf to get to know more about their work. 
  • Schedule a formal one-to-one with each board member every year. This is when you can ask them about their experience on the board, get feedback on how you are doing as a leader, and understand how they want to be involved in advancing your cause. 

Agency Understanding

Building relationships with volunteers, and making sure they know when and where they need to be are both important. Maybe most important when it comes to communication with your volunteers is making sure they have an understanding of your organization. They cannot advocate for the agency, if they do not understand it. 

When educating the board on your agency, it’s important to keep the conversation high level. Drilling down too much may lead them to think they are responsible for operations. Rather, you want to help them to think big picture. 

Here are some conversations to have either individually, during orientation, or through your board meetings. These will help prepare your volunteers with knowledge and ideas about how to govern the organization. 

  • Critical social issue – What is the problem the organization is working to solve? Or, how are you trying to make the world a better place? Educating on the problem is key to evoking passion from volunteers. You can do this by telling them about the issue. Or, you can assign readings or resources to look into. Then have a generative discussion about the challenge during a board meeting. 
  • Your agency’s solution – Many of the problems facing our communities are huge and multifaceted. Volunteers need to understand the organization’s philosophy and approach to tackling the issue. This can be communicated through conversations and orientation. A powerful activity may be to present a graphic on all the different agencies addressing the problem in your community, and how your approach fits into the broader strategies. 
  • Program outcomes – Your programming may be a really big part of your organization’s solution to the problem. Consider having board members participate in experiential learning as part of their orientation. Have them engage in your programs or go out to other agencies to see what they are doing. This is where volunteers can sometimes slip into operations mode. Be sure to coach them on thinking big picture about outcomes and measurements. Not on how the curriculum is built and the scheduling of classes. 
  • Financial strategies – Similarly to programming, volunteers sometimes dig down in the weeds when it comes to finances. Helping them to focus on financial strategies can elevate their thinking. Pose questions about the breakdown of revenue streams and distribution of expenses. What trends are they seeing? How do they compare to the nonprofit industry? What about the for profit sector? 

It’s good to include these discussions in orientation and throughout board meetings and one-to-one conversations. Another great tool for educating volunteers and building healthy relationships is through a board retreat. This event can be difficult to pull together, but it has so very many benefits, especially around relationship building. 

This might seem like a lot. But I’m here to tell you, building strong and healthy relationships with board volunteers is probably the most important thing an Executive Director or a Board Chair can do to impact the future of the organization. This is how you deepen connection to your cause, invest individuals in the future of your organization, and ensure long term sustainability for your agency. 

If you need help developing a communication plan for your governance volunteers, let’s visit! Email me at Kim@Athena-CoCo.com, or schedule a Discovery Call today. Let’s work on developing healthy relationships with your Board of Superheroes! 

Kim Stewart

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

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