Tips for Engaging Your Non-Profit Board

My summer has been extra busy this year helping non-profit boards and organizations across the country!

The common concern I hear more and more from Executive Directors, CEOs and Board chairs is that board engagement has been very challenging.
 

Perhaps it is COVID hangover-related where people just want to check out. Or perhaps the root cause is due to weak board policies and practices.
 

In this month's article, I break down how to engage your non-profit board members with some very valuable tips as follows:

1. Review your board recruiting and onboarding processes

One of the most frequent areas where boards fall down is in board recruitment and orientation. Ensure your recruitment processes are more rigourous than just getting bums in seats or choosing those that simply raise their hands. Recruit the best and brightest with slightly more arduous processes and ensure that it is the right fit for both parties. Set up your new directors for success!

2. Ensure governance policies and processes are up to par

Have solid board policies and procedures in place so that directors know what is expected of them, of the board and of the organization. These documents also exist to guide directors through their work and to provide support through the pain points and grey areas. 

3. Recalibrate board and committee workloads and offer up other support networks

Review your board and committee workloads to assess whether or not they are adding to overall board stress and then recalibrate as needed. Review what supports are available to board members - are there staff, past chairs or past directors that can take on some work or offer some coaching and advice? A quick board survey asking what else the organization can do to support directors can also provide good insights. 

4. Add learning and fun to meetings and social events

Switch it up at meetings. Bring in experts to explore different topics that the board would find interesting. For fun and to stay connected, create a Facebook or WhatsApp group to share professional and personal pics, stories, updates, etc. Play Board Jeopardy with your directors to quiz them on “Governance 101” topics to get them energized and reacquainted with their roles. And of course, everyone knows what a nice board dinner can do for morale! 

5. Refresh director expectations periodically

Have a short refresher on expectations of directors at each board meeting - whether it is a verbal update or a one pager in the pre-reads recapping expectations and specific deliverables in general, whether it be for that specific meeting or for the quarter. Go over responsibilities and what directors signed up for by reviewing their commitment to serve documents. Ask directors to re-sign these forms annually so things stay top of mind.  

6. Recognize board member contributions

Thanking directors is incredibly simple and can go a very long way. From the minute they are recruited until their final day on the board, recognizing their efforts will be appreciated. Don’t just do this internally - try to ensure directors are recognized with external stakeholders as well so that those parties are also aware of the great work being done. 

7. Communicate at and between meetings

A strong board chair will ensure that all voices are heard at meetings and that not one voice dominates. Be sure to communicate between meetings and include one “ask” - perhaps you are looking for a task force member? Or that you would like to share an article that is relevant to their board service and are asking for their feedback? The chair or ED/CEO can schedule one personal touch point with each director between meetings, even if it is to ask how their vacations were to personally connect. Sending a link to the board calendar and work plan will also help to keep everyone on track.

8. Don’t continue ignoring the tough conversations

Something has to be done. Allowing boards to remain disengaged will only make life more difficult in the long term. When you have tough conversations about board engagement, most directors who fall short are relieved when they are forced to talk about it. The vast majority were either wanting to step up but have barriers in the way, or else they are looking for a way to step down. Either way, these conversations need to take place! Be ready to provide the support they need to thrive or to grant a leave of absence or create an exit strategy. 

If you have any great ideas or hacks to increase board engagement, I would be happy to continue the conversation!

--------------------------------------------

Hope you are having a wonderful summer.  As always, if you need help with any governance projects, don't hesitate to reach out. 

Yours in Good Governance,
Heather Terrence, CAE
Pinpoint Governance Group

info@pinpointgg.ca

647.984.9857