Building a 3E© (engaged, energized, and effective) Board is essential for the long-term sustainability of a nonprofit organization. Here are some of our best practices to achieve a 3E© Board (basic and yet often neglected).
To build and maintain a strong nonprofit Board is one of the responsibilities of the Board and executive Staff. It involves intentionally identifying and developing a group of appropriate volunteer Board members who effectively engage in support of the organization’s Mission. Doing so, increases capacity and expands the impact of an organization, while enhancing credibility with staff, donors, and other stakeholders. What is important is dialogue between Board members and Staff leadership about how and where the Board can best support the organization’s Vision and Mission.
Here are some of our best practices to achieve a 3E© Board (basic and yet often neglected).
Have a clearly defined strategic direction – if your organization does not have one, develop one as a priority. It does not have to be complicated. It will enable you to determine the areas of focus on which budget, communication, programming and resources are aligned.
Have a Board succession plan – do intentional succession planning, including staggered terms and a process for Board building and maintenance; get agreement on who owns the process development and implementation – Governance Committee, Executive Committee. In particular, know the types of people you are looking for based on strategic need and DEI principles, reflecting the community you serve.
Be intentional with Board recruitment – Recruiting great people intentionally to fill specific roles. Know what you need and why someone would benefit by joining you and not one of the other nonprofits!
Develop an ongoing orientation process to address Board terms and turnover of Board members – including mentors for new members; orientation from day one; consolidated materials and easy access to tools; clear messaging communicated often – Vision, Mission, and Purpose.
Set expectations, particularly in relation to fundraising; have clearly defined goals for the group and individual Board members.
Be willing to try new ways and adapt to change based on social trends, economy, and stakeholder input.
Foster a positive Board culture, which is often neglected and is key to building a strong, cohesive Board; get to know one another (Board and Staff); use opening rounds; check in on how members are doing and, ideally, host annual overnight or full day retreats. Respecting volunteer Board members’ time is crucial. As busy people they need to know what is expected, have consistency in planning, great meeting management, and enjoyment, as well as staying focused on why they are there, usually for the Mission.
Clarify roles and responsibilities, both of the Board as a whole and of the individual Board members and constantly check in to ensure accountability and support.
Assess Board members’ engagement – Board Chair and/or ED/CEO to meet each member at least once a year or when an issue comes up (no one likes surprises). An annual Board assessment survey is also a useful tool.
Encourage greater participation of Board members beyond Board meetings; consider inviting different members to have a specific role at events – ambassadors, welcome, speaker introductions, give them names of people to meet intentionally. Do not always use the same people.
Measure Board performance – Periodic review and evaluation of Board performance to determine strengths and identify opportunities; agree on measurable goals as a group and specific to individuals – there may be goals everyone signs up to, while individuals can decide in which specific areas to engage – for example, be a committee chair; mentor a Staff member or introduce potential funders and partners.
Keep retiring Board members involved, if fitting – they’ve invested time and energy so continue to capitalize on their passion for the mission, and the network that they bring. Their institutional knowledge can be critical; respect and build on what they have contributed. Often retained in non-voting roles or on an advisory council.
Most importantly, remember to celebrate and have some fun.
If you need assistance in working with your Board to further develop an engaged, energized and effective board, let us know at jbl@jblstrategies.com.