Recruiting & Retaining a Dynamic Board Nonprofit Board Basics, Part One: September 23, 2021
› Individuals• Participate in entire webinar• Answer polls when they are provided
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To Receive CPE Credit
1. Infancy
2. Toddler
3. Adolescent
4. Prime
5. Stable
6. Aristocracy
7. Bureaucracy
Seven Stages of Organizational Life Cycle
https://www.clipartkey.com/view/iiwJoiT_adolescent-icon/
Infancy Toddler› Founder’s vision & energy
› Few systems/policies in place
› Angel board, friends, & family
› Raise money, use personal funds
› Publicity due to newness of idea
› Hires first paid staff
› Moves from “crisis” mode
› Focus still on activities
› People spread thin, feel overwhelmed
› See need for planning, structure
https://www.clipartkey.com/view/iiwJoiT_adolescent-icon/
Adolescent Prime› Conflict – passion or structure
› Set goals, formalize system
› Threat – shift from founder
› Fundraising more organized
› Board/volunteers still lack depth of
understanding for policies
› Staff work well, mutual respect
› Systems support growth & innovation
› Focus on results, reaching stated mission
› Decisions based on facts, risk assessment
› Development staff skilled
› Board/volunteers have needed expertise &
connections
https://www.clipartkey.com/view/iiwJoiT_adolescent-icon/
Stable Aristocracy› Programs/services recognized
by peers
› Widespread financial support
› Employees take pride & satisfaction
› Employees have competitive salaries & benefits
https://www.clipartkey.com/view/iiwJoiT_adolescent-icon/
› Money directed to image vs. services
› Focus on how things are done more
than on what is being done
› Endowments used to offset shortfall
› Little attention paid to lower-level gifts;
focus is on top contributors only
Bureaucracy› Resources drying up, decline is obvious
› Lacks focus; becomes myopic, inward focus
› Energy spent on fighting internally rather than fighting for organization’s mission
› Staff layoffs, eventually CEO fired
› If new leadership does not emerge, funds run out, & organization eventually closes. The END
http://www.managingamericans.com/BlogFeed/Operations/Workplace-Bureaucracy-Learn-to-Break-Through-the-Red-Tape.htm
The board has the ultimate authority & responsibility
for the performance of the organization, even if it employs
people in executive leadership roles
The board is accountable to the community
& the people they serve
Starting-Point Truths About Nonprofit Boards
› There is no one-size-fits-all › Leading experts agree there are certain structures, policies, &
practices that consistently work better than others› All organizations experience a metamorphosis that requires
fine-tuning & sometimes a major overhaul
Starting-Point Myths About Nonprofit Boards › When people join nonprofit boards
• They know what to do & how to do it
• They know how to be good board members
• They know how to be engaged
› Being successful in a for-profit business or other industry almost guarantees one will be successful in helping a nonprofit
› Serving on a board somewhere else qualifies one to serve on your board
Forming the Board Structure: Getting Started
It’s time to grow up, move on
What kind of organization does this community need now?
What kind of board can help us be that organization?
START
HERE:
Forming the Board Structure: Getting Started
Board Matrix of Current Members› Skills/connections
› Term limits
Develop Clear Titles & Descriptions› Roles & responsibilities
› Benefits & expectations
Other Items to Clarify› Term limits
› Authority of board
› Attendance at meetings/events
› Financial commitments
Forming the Board Structure: Getting Started
Create a Diverse Board› Race, ethnicity
› Gender, age
› Education, economics
Forming the Board Structure: Getting Started
Forming the Board Structure: Recruitment
WHO is responsible for
recruitment?
Recruitment is primarily a board’s responsibility – not the executive director’s
Five WsWant (passionate about the cause)
Willingness (willing to make commitment)
Wisdom (smart, know cause, sound judgment)
Wallet (can bring resources—not just money—to organization)
Wallop (have influence with key people)
GreatBoard
Members
Forming the Board Structure: Recruitment
Selection or Nominating Committee › Start with your own members for names› Committees (minor leagues)› Recruiting event › Newsletter, email› Young professionals’ network
Screening interview
No promises – requires full board approval
Forming the Board Structure: Recruitment
Forming the Board Structure: Younger Members
57% 50 & older
17% 39 & younger
› Political engagement & clout› Tech savvy› Connect well with younger generations
Millennials & Generation Z› Various types of engagement› Committees first› Mentor with older member
Recruiting› Social media (not FB)› Workplace (blending of work,
volunteering, changing world)
Forming the Board Structure: Younger Members
Forming the Board Structure: Orientation
Don’t forget the WHY
People aren’t motivated to join a cause unless they BELIEVE in it
People are sold on your purpose, passion, & performance
THE NEEDDIFFERENTIATORRESULTS
› Packet• Bylaws, financials, policies• Org chart• Board & committee lists• Description of programs & services• PR materials• Strategic plan, annual report• Schedule of upcoming meetings & events
Mandatory Process
Forming the Board Structure: Orientation
Forming the Board Structure: Belonging
› Introductions
› Events
› Fulfillment
Connect them quickly
Belonging: Feeling as though we are a valued part of something bigger & more important than ourselves
Retaining Board Members: Culture
Board culture plays a major role in retaining top members› Builds cohesion
› Encourages cooperation & engagement
› Freedom to be creative & innovative
Culture exists & persists only because people act in ways that uphold its principles
Retaining Board Members: Culture
Board culture plays a major role in retaining top members› Encourage varying ideas
› Share responsibility
› Prioritize transparency & communication
› Call out disruptors & dominators
› Reject favoritism
Retaining Board Members: Retaining
Four keys to retaining top members1. One-on-one meetings
2. Biannual follow-ups
3. Annual retreats
4. Assessments
Board Members: Strategies for Growth
1. Forward thinking – planning aheadStrategic planPolicies & proceduresResources
2. AssessmentsBoard culture toolkitChampions of change
Board Members: Strategies for Growth3. Steward current members
Treat them as well as your big donors
4. Communicate with confidenceClarify their importance to & impact on your workTell your members’ storiesTrain them to tell their stories
Board Members: Strategies for Growth
5. Provide training› Legal & core responsibilities
› Public relations
› Information/updates about cause or issue
Board Members: Transitioning
Five reasons to resign from a board
1. Member has conflict of interest that is hurting (or could hurt)
2. Organization’s values or activities no longer align with your own
3. Organization not operating within law or own policies
4. Persistent damaging issues are intentionally ignored
5. Member is no longer able to meet fiduciary responsibilities
Yourlogo
Poor performers … It’s not fair to other board members
It’s not fair to staffIt’s not fair to your organization
What happens when board members don’t do what
they are supposed to do?
Continuing Professional Education (CPE) Credit
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› CPE credit may be awarded upon verification of participant attendance
› For questions, concerns, or comments regarding CPE credit, please email the BKD Learning & Development Department at [email protected]
CPE Credit
The information contained in these slides is presented by professionals for your information only & is not to be considered as legal advice. Applying specific information to your situation requires careful consideration of facts & circumstances. Consult your BKD advisor or legal counsel before acting on any matters covered
Thank You!