How can you inspire innovation among your board members?

Renewing your commitment towards your vision and mission Over the years I have worked in different organisations and noticed due to the pressure and different priorities we fall off the track on why we are here and what brought us together ? Thus, it will be important to revisit the commitment and work on ways to improve and promote inclusion , equality and diversity , then work in encouraging and supporting innovation.

Boards can foster collaboration and cross-pollination by encouraging interaction and knowledge-sharing among directors, executives and employees. This can be achieved through regular board meetings, retreats, joint projects or the establishment of an innovation committee.

I say by kick starting self-care and understanding life work balance can be beautiful duo with a small amount of daily practices. In a recent study published in the Journal of Occupational and Environmental Medicine it was discovered that employees who took breaks more regularly were more productive. When we take care of ourself body, mind, and spirit we are more productive, engaged, and successful personally and professionally.

I have served on over 40 Boards, Commissions and Committees in my executive career thus far. Inspiring Board Members to advance innovation begins with a fundamental truth, namely; We learn in the cognitive part of ourselves, and we make decisions in the affective part of who we are. It is important to create an environment of belonging for all Board Members on the mission and values of an enterprise. Therefore we nurture a "conscientiousness of the heart," with all Board Members and with key stakeholders as well so each person has a meaningful connection with the enterprise. Innovation flourishes when Board Members, leaders and employees connect with an enterprise on mission, and values that has intrinsic meaning for each person!

As a consultant to hundreds of different nonprofit boards of directors over the years, and as someone who has served on several dozen boards, I would say the first thing that has to happen is collective visioning by the board and CEO. This is actually harder than it sounds to achieve. Getting people to focus together on what the future vision could be requires discipline, and a skilled facilitator. Also, innovation means there will be failure. Boards and CEOs have to get more comfortable with the thought of taking measured risks as nonprofits and understand some things will fail to meet the goals. Yet, those failures often have powerful lessons, which can be studied and used to achieve innovation later.

Having served on over 40 Boards, Commissions and Committees, nurturing diversity, equity and inclusion for a board has the following: Diversity embraces all protected classes. We seek to understand the life journey of each person, what they value as profound for them. Equity is the intersection between shared-values between the individual and the board on meaning and contribution. We also value and nurture understanding on the universality of the human journey as homeo sapiens, because we are one race the human race. Boards must define mission/values that nurture welcome and belonging in the richness of diversity and fullness of life that each Board Member brings, which nurtures inclusion. Engaging all leads to optimization for all.

Diversity in the boardroom isn't just a box to tick; it's a catalyst for innovation. Different backgrounds bring varied perspectives, fostering a creative environment. We actively seek diverse talents, ensuring each voice is heard, respected, and valued. This inclusivity isn’t passive; it’s a dynamic process that enriches our decision-making, driving us towards more innovative, comprehensive solutions. Every member is empowered, contributing to a culture where creativity and innovation thrive. Recent example is care experienced, we wanted to start serving more young people in those circumstances and to do that lived experience was key to how we approach it. Step one was to bring them in to our decision making processes, step two, listen!

DEI that includes neurodiversity is a proven success factor. Yet many shy away from diverging minds due to so many misconceptions of what are perceived as deficits instead of strengths. Neurodivergent often bypass preconceived approaches to problem solve is truly creative and unexpected ways that can make traditionalist board members uncomfortable. Yet ND are often risk averse and their specialist view is deep, highly considered and often beyond valuable. #neurodiversity @theneurodiversitycoach

In my experience I would also say that diversity and inclusion also improves risk management. The more the diversity and inclusion, the broader the range of perspectives which can help in anticipating challenges and developing proactive strategies to mitigate risks.

Yes i agree! To inspire innovation in your board, cultivate a culture that values fresh ideas, communicate clear expectations, provide resources, embrace diverse perspectives, recognize creative contributions, and encourage a climate where taking well-considered risks is seen as a path to growth, all while fostering continuous learning.

Having served on over 40 Boards, Commissions and Committees, onboarding and substantive training for all Board members is a continuous process. Clarity on the governance role, essential board duties, well-written by-laws, and active participation by board members in all aspects of training of boards are essential. Innovation leads to optimization of an enterprise. Mission, meaning, diversity, equity, inclusion and training are essential for innovation. Yet the foundation of high performing Boards who innovate, along with leaders and employees who also innovate, leading to the optimization of an enterprise is to nurture trust in the right way, at the right time, all the time.

Direct experiences with those we serve enrich our board’s perspective, grounding innovation in real-world needs. This connection fosters empathy and insight, ensuring innovations are not only novel but also deeply relevant and responsive to the diverse voices in our communities. Every idea is rooted in lived experiences, making innovation a tangible force for positive change. Consuming and connecting with expertise on subjects like social innovation and then making it part of the daily conversation helps us all expand our perspective and where we are curious, we dig deeper.

For more than two decades, I’ve lead nonprofit board and CEO leadership success focused on board governance, servant, leadership, understanding, financials and budgets, development and fundraising, marketing and branding. The starting place is for boards to understand their role, and for CEOs to be empowered to execute their role. Highly functioning, mature, governing boards are very clear on the lines that delineate the rules between the work of the board, and the work of the CEO. periodic refreshers and training as a part of the board annual strategic planning process or other board retreat helps to reinforce the culture of the organization. A strong board orientation program reinforces those elements of behavioral expectations.

Equipping board members with targeted training and resources can empower them with the latest knowledge and tools to think innovatively. By investing in their continuous learning and development, organizations can ensure that their board stays adaptive and proactive in an ever-evolving landscape.

Empowering board members with public platforms elevates innovation. We spotlight their insights through public speaking and online content, turning internal ideas into public conversations. This external recognition not only celebrates their contributions but also enriches the innovation ecosystem, inviting collaborative thinking and diverse perspectives. Every idea shared becomes a catalyst for broader innovation, marking our commitment to not just internal growth but to the advancement of the wider community. This also shows the world of leaders that we are supportive to new ideas and collaboration.

Highlighting, recognizing, and rewarding board members that go above and beyond in meeting their board responsibilities, and in leading innovative practices is a wonderful nonprofit best practice. Amplifying their ideas through social media, traditional, media, and the organizations owned channels reinforces to others the value of board member innovation contributions.

Encouraging board members to actively contribute ideas and offering recognition or incentives for valuable input can stimulate creative thinking and active participation. By creating an environment where ideas are celebrated and rewarded, boards can cultivate a culture of continuous innovation and collaborative problem-solving.

So many nonprofits forget to budget for research and evaluation. Measuring, analyzing and learning from data, builds a stronger innovation process and allows organizations to identify and promote successful innovations.

Once ideas are generated, it's crucial to put them into action and assess their viability and impact. Regular evaluation of implemented ideas, followed by constructive feedback, ensures that the board remains results-oriented and consistently seeks refinement and growth.

This is a reminder for all nonprofits that evaluation is cyclical. Sometimes we get wrapped up in the mission and forget that we also need to do quality control and evaluation.

In my view, fostering collaboration is about creating a dynamic ecosystem where board members and stakeholders intersect, sharing insights and sparking innovation. We establish norms that encourage open dialogue and active listening. Networking events, mentorship, and team-building are not just scheduled but are integral parts of our culture. We leverage tools to facilitate seamless communication, ensuring that every voice is heard, and every idea is considered. This synergy isn’t just about enhancing our board’s capacity; it’s about weaving a tapestry of diverse thoughts, skills, and experiences that drive us forward with a community mindset.

It is also about more bottom-up approaches so the upper echelons learn to truly listen to the coalface ideas. Such communication needs to be in an accessible and positive way so it fosters #psychologicalsafety for staff to speak up and feel their views are valued and actioned in upper levels. The flatter that hierarchy the more that understanding and listening can happen.