Here's how you can form a robust and inclusive board of directors for a nonprofit organization.

Com um planejamento estratégico robusto e metas claras, articule para que pessoas importantes entrem em seu conselho. Mas deixo aqui uma dica de ouro: n?o convide amigos, convide pessoas com currículo e network interessante para o desenvolvimento da sua organiza??o. Confian?a é a base, claro, mas n?o é a única característica necessária.

Forming a robust and inclusive board starts with a clearly defined vision for the nonprofit. In my experience, this vision not only guides the strategic direction of the organization but also attracts board members who are aligned with our goals and values. I ensure that this vision is communicated effectively to potential board members, highlighting how their specific skills and experiences can contribute to realizing this vision. This clarity helps in building a cohesive board that is committed to our mission and driven to achieve our long-term objectives.

Il faut commencer par bien définir non seulement la vision de l'organisme, mais aussi d'identifier quelle sorte de personnes et de perspectives manquent actuellement au C.A. pour bien comprendre et répondre aux besoins des bénéficiaires.

Understanding and being able to articulate a clear vision is very important when recruiting board members. However, as Seth Hays mentioned in his post, having the flexibility to fine-tune or adjust the vision is equally important. Ideally, with a diverse board, there will be members who represent the communities served by the organization. As new perspectives, particularly those with lived experiences are introduced, the vision of the organization should be evaluated. As the needs of communities change, this type of evaluation should be conducted routinely to be sure the organization is still serving the most current needs of its clients.

One additional concept is to recruit thought leaders that represent your target audience so that you know your vision align’s with your market.

To ensure your board is well-rounded, conduct a thorough assessment of your nonprofit's needs. Identify the skills, expertise, and experience currently missing and beneficial to your organization, such as financial acumen, legal knowledge, fundraising abilities, or community connections. By pinpointing these gaps, you can actively seek individuals to fill those roles. Additionally, consider the demographic representation on your board to ensure it reflects the diversity of the community you serve. A diverse and skilled board will better support your nonprofit's mission and enhance its overall effectiveness and impact.

Identifying the specific needs of our board is a critical step in forming a well-rounded and effective group. I assess our current board's composition and pinpoint gaps in skills, expertise, and perspectives. This might include financial acumen, fundraising experience, or knowledge in specific areas relevant to our mission, like public policy or community outreach. Additionally, I focus on diversity in all its forms—gender, race, age, and professional background—ensuring that our board reflects the community we serve. This diversity fosters a richer dialogue and more comprehensive decision-making.

Ensure that your board understands it’s role in supporting the organization. Find out pain points and identify who on the board can serve as a subject matter expert for that need. Don’t be coy or afraid to speak up if something is overlooked, it can mean the difference in a longstanding organization and one riddled with controversy

En mi experiencia, lo que hemos hecho es tener claro cuales son las necesidades de la Organización, de acuerdo al Plan Estratégico, para poder identificar las necesidades de la Junta y de esta forma poder fortalecerla. Para ello ha sido importante contar con personas con conocimientos diferentes, que aporten otras habilidades, así como su representación demográfica. De esta forma podemos contar con una Junta Directiva diversa, alineada a la visión estratégica de la ONG, lo que redunda en mayor diversidad de ideas y enfoques que enriquecen las discusiones y la visión de la Junta Directiva.

Frequently, nonprofits can unintentionally convey an air of desperation when seeking out board members rather than highlighting the esteemed privilege it truly is to serve on their board. Transforming this dynamic requires a shift in perspective, wherein both the organization and potential board members recognize the mutual benefits inherent in the partnership. Crafting a compelling list outlining the myriad advantages individuals stand to gain from board service is key to fostering this beneficial exchange. Organizations can effectively communicate the richness of the role by articulating the valuable experiences, networking opportunities, skill development, and sense of purpose that accompany board membership.

Recruiting wisely is about more than just filling seats; it's about finding individuals who bring passion, diversity, and expertise to the table. I use a variety of channels to reach potential candidates, including networking events, professional associations, and recommendations from current board members and community leaders. When evaluating candidates, I look beyond their resumes to their potential for contributing to a dynamic and collaborative board culture. This includes their ability to work well with others, their commitment to our mission, and their willingness to engage actively in governance and fundraising activities.

In startup nonprofits, it’s common for founders to bring in friends and family for board positions, especially if the founder leads the board. However, it's important to establish checks and balances to prevent founder’s syndrome, where loyalty to the founder overrides the mission. Always remember, the board’s role is to serve both the public and the mission, not just one person. Acknowledge the founder’s significant contributions as the driving force behind the orgs creation. When forming your first board, prioritize members with relevant skills, community connections, and a shared commitment to your mission. Seek input from beneficiaries with firsthand experience to shape your programs, and include people who are willing to get to work.

Use executive search firms; Especially those with expertise in diversity recruitment, to ensure a wide range of candidates. Reach beyond traditional networks, such as industry groups, non-profit organizations, community leaders, and universities.

Recruitment is where your vision and needs assessment come to life. Reach out to your networks, including current board members, volunteers, and community leaders, to find individuals who align with your nonprofit's values and possess the skills you need. It's crucial to look beyond your immediate circle to avoid creating an echo chamber. Consider using platforms that connect nonprofits with potential board members or participating in local community events. When recruiting, be transparent about the expectations and commitments required of board members. This approach ensures you attract dedicated and qualified individuals who will actively contribute to your organization's success.

Onboarding is vital for board members as it builds rapport between the board enabling them to understand in depth the strategic direction that thr non_profit is taking. Responsabilities and the ethical standards to be adhered to supports board members to makr the onboarding efficient and effective .

Trop souvent, les nouveaux administrateurs sont lancés dans l'organisation sans assez de préparation et structure. Un embarquement efficace assure la pérennité des mandats. De plus, lorsqu'on parle de EDI en gouvernance, on doit aussi prendre le temps de bien créer un climat de sécurité psychologique et de réelle inclusion des membres qui ne se sentiraient potentiellement pas nécessairement inclus. Il faut aussi faire très attention à la sincérité du recrutement et embarquement - si les nouveaux administrateurs ne se sentent pas appréciés pour leur expertise et per?oivent une démarche plut?t "alibi" (tokenism), ils/elles ne resteront pas longtemps et ce sera une perte pour l'organisme.

Once you have selected your board members, an effective onboarding process is vital for integrating them into the organization. Provide comprehensive information about the nonprofit's history, mission, strategic plan, and current projects. Clarify their roles, responsibilities, and the legal obligations of serving on a nonprofit board, including fiduciary duties and ethical standards. Onboarding is also an opportune time to build camaraderie among board members and foster a collaborative environment. This thorough approach ensures that new members are well-prepared and motivated to contribute effectively to your organization's success.

Here's my sample welcome email: Welcome to the board! ?? Get ready for a whirlwind of excitement as we kick off your onboarding journey! We'll share all the AMAZING details about our nonprofit's mission and projects, clarify roles, financials, and legal stuff (ugh! LOL!), and finally set up a cozy one-on-one session to get to know each other better. Plus, we love to have fun team-building activities to ignite your spark and passion. Together, we're not just welcoming new faces; we're fueling our organization's success with passion, fun, and collaboration! See you soon!

If there are identified gaps in knowledge / skills on the board, or if there are some board members with less experience, its worth while seeking external training. This can be done for specific roles (eg chair or secretary) or as a group for the whole board. It is also important to include the CEO and key management staff in these training sessions if the training will cover the relationship and expectations of how board and management work together. There are training providers that cater specifically for NFPs and it's helpful to build an ongoing relationship with a specific trainer - particularly if the organisation is going through major changes or growth. They will be on the journey with you!

Non-Profit Board selection: 1) Commitment 2) Time available 3) Alignment with the mission of the non-profit Above are the 3 most important selection criteria for selecting Board members. You need to have all three to be an effective and useful Board member of a non-profit. One without the other won’t work. Also, no matter what’s your title on the Board of directors, whether you are the President, Secretary, Treasurer, Programming or Fundraising, always remember, you are a Volunteer. You will be working in tandem with each member of the Board. The work on the Non-Profit Board is no less than being on the Board of a commercial firm. Thank you and all the best!!!

In an inclusive and diversified board, each member can learn more, understand different point of views and the sinergies can be higher being a benefit to the company.

Whilst it’s good to include people who have grown within your own organization, bringing in some outside help with new ideas should be seen as a welcome contribution. You don’t necessarily need to implement that advice, but it certainly stimulates discussion and could generate better ideas and strategies. In many companies or associations, the concept of “we’ve always done it like that and it’s worked” needs certainly to be revisited as in many instances it can migrate to gradual stagnation. This can apply to boards in both non-profit associations, as well as professional environments where sometimes the pressure and financial risks are greater. We’re never too old to learn. Every day can bring me some fresh knowledge.

Create transparency on the board recruitment. Look beyond your closed network. Use platforms such as designation.one to share the vacancy. Open the process, work with outside consultants to identify opportunities for inclusion and inclusive practices in the board room and during onboarding.

Finally, establish a process for regularly evaluating the board's performance and its alignment with the nonprofit's vision and needs. This evaluation should be both individual and collective, assessing each member's contributions as well as the board's overall effectiveness. Use these evaluations to recognize achievements, identify areas for improvement, and make necessary adjustments. This continuous improvement cycle will help maintain a robust and inclusive board that evolves with your nonprofit's growth. Regular evaluations ensure that the board remains dynamic and responsive, driving the organization towards its mission.

Recently, a board member decided after 5 years we needed to take the organization in a new direction. As the founder and ED, I needed to bring everyone together to reach a consensus. We began by setting clear criteria for evaluating our board’s performance, ensuring that everyone understood our goals. Our quarterly meetings became essential for assessing both individual contributions and our collective progress. The proposal sparked huge discussions, but our feedback loop remained open and honest, balancing constructive criticism with support. We celebrated achievements to highlight our collective success and motivate the team. For areas needing improvement, we collaborated closely with everyone in the final decision-making process.

Evaluation of board members is a great practice but mostly unused in nonprofit boards. I think that there is an “untold truth” that the voluntary work (no salary) of a Director is for “a good cause” and cannot be evaluated such as a traditional job. I completely disagree with this concept and have seen how this evaluation process tends to improve the positive impact of the board in the NGO. Each member should contribute to the organization by sharing their expertise. If the evaluation process shows that a board member is not contributing, we should step down and help the board to look for a professional with the needed expertise to achieve the mission and results.

There can be a tendency on a board to congratulate each other for every little thing. While it is important to foster a positive culture, it can make the difficult discussions awkward to get through. Focus on fostering a community of constructive dialogue and feedback.

When existing board members are tasked with recruiting members, there's a common pitfall: the resulting pool of candidates often needs more diversity. This tendency stems from the natural inclination of individuals to associate and network with those who share similar values and mindsets. Consequently, recommendations from current board members tend to mirror their characteristics, inadvertently constraining the potential for diversity within the board. Implementing targeted outreach to underrepresented communities, leveraging diverse networks and platforms, and partnering with organizations focused on diversity and inclusion initiatives can help expand the candidate pool and attract individuals from various backgrounds and perspectives.

Always have the board consider the next steps - which is succession. When should board members roll off? How long should chairs serve? How do they develop and identify a talent pipeline for serving? These are critical questions to consider, even before the first board member is onboard and serving.

When recruiting and evaluating board members, several key factors are essential. Aim for diversity and inclusion, ensuring a range of perspectives. Look for passion for the mission, diverse skills, cultural fit, network influence, commitment, and integrity. Consider including a board member who has used your services for invaluable insights. By carefully considering these factors, you can build a capable, passionate, and well-aligned board that drives your nonprofit’s success.

Una organización sin fines de lucro tiene muchos objetivos, múltiples retos, y la posibilidad de ver la problemática desde diferentes perspectivas. Por ello incluir en la junta directiva a personas con experiencias y formaciones diversas, unidas todas por el entendimiento de la misión general puede llevar a discusiones y debates productivos que aminoren los sesgos y resuelvan los retos de manera creativa y efectiva.