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By Dennis C. Miller
We all know the tough challenges facing today’s nonprofit organizations, especially around federal funding cuts, growing demands for services and workforce retention issues on the organization. The board traditionally played the role of being a strategic advisor to the CEO and leadership team.
The realities of today’s environment require a new more powerful role for the board than just being a strategic advisor. Today’s nonprofit board members must function as true leaders in partnership with the CEO.
In addition to the fiduciary and strategic advisory role of the board, the ideal and mature role for any nonprofit board desiring to succeed revolves around providing leadership in partnership with the chief executive officer. A leadership board accepts a sense of responsibility and ownership, asking the right questions, putting forth new ideals and challenges, and partnering with the CEO to continually refresh and renew the organization.
At the leadership stage it is important for the CEO to feel a strong sense of security and self-confidence, to allow the board to be in partnership in leading the organization. For a nonprofit to succeed in fulfilling its mission and to have a real impact in the community, it is imperative that the CEO and board of directors grow together as partners.
An effective board is when members are aware of their changing role in the leadership stage and actively participates accordingly. At no stage of board development, however, can a nonprofit board afford to adopt the position of passive advisors.
The importance of the collaboration between the CEO and board is pivotal in determining the organization’s effectiveness and prosperity. The crucial qualities of this vital partnership are based on:
- A partnership built on trust and respect
- A shared sense of accountability and responsibility
- Positive interaction that is focused on results
- Open and honest communication
- Mutual recognition and understanding that the CEO works with the board but reports directly to the board chair
One of the characteristics of a highly successful nonprofit is the level of engagement between the board and the CEO. There needs to be a constant open and honest dialogue about the key issues the organization is facing and how to best utilize the talents, experiences, and knowledge of each respective board member to feel that their voices are heard, their actions matter, and their ideas are encouraged for open discussion. It is the responsibility of both the board chair and CEO to make sure each board member is engaged and an active participant.
One key aspect of enhancing the partnership is board recruitment. It is important to recruit new board members based on the competencies needed on the board first, skills second. Competencies are inspirational leadership, influencer, change agent, innovative and strategic thinker and collaborator. Identify the competencies you ideally want on your board and then compare this list to the actual competencies you currently have on the board. The gap should be your priority for recruitment.
Ask your fellow board members, business trade associates and foundation leaders to help identify people with your needed competencies. Invite highly ranked candidates to meet with your Governance Committee members to discuss their potential interest in serving on your board. Once you begin to recruit board members based on competencies first, you will be on your way to building a high performing nonprofit board.
Similar with executive leadership, it is important to recruit leaders who have today’s contemporary leadership competencies, such as visionary thinking, entrepreneurial spirit, relationship builder, brand builder and achievement oriented.
When the board and CEO recruit new members based on competencies first and encourage the CEO to develop their contemporary leadership competencies, the organization will be a true winner in serving your mission.
A final comment ensures the board is engaged and motivated. After each board meeting and the committee reports have concluded, ask a question for each board member to answer and actively participate in the discussion. Far too often board meetings are concluded, and members leave disengaged and unmotivated. Here are a few sample questions to be answered by everyone:
- How does the organization measure its positive impact on those it serves
- What is the value the organization provides to the community
- What is the image of our organization in the community
- Why are we worthy of a financial gift
Make sure that the question you select is on the agenda sent out to the board members so they can be prepared to participate. Make sure everyone is asked to actively participate. Members will leave the meeting engaged and motivated to help the organization succeed.
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Dennis C. Miller is the author of the book “The Importance of Nonprofit Board Leadership: A Guide to Creating a Highly Successful Nonprofit Board.” He is a national expert on board governance and nonprofit leadership. His website is www.denniscmiller.com
