June 27, 2024 | By David M. Wagner

Author’s note: While this post focuses on nonprofit boards, the principles apply equally well to any leadership team or governing body.

An executive director recently shared their concern about the possibility of transitioning to a “traditional” board.

Their nonprofit has a very community feel; volunteers do most of the work.

These volunteers comprise most of the current board.

However, the organization has grown to the point that effective, independent oversight – as well as greater support for fundraising – is needed. And the board’s committed volunteers lack inexperience in those capacities.

A Challenging Transition

Any nonprofit making the transition from scrappy start-up to a sustainable organization might share this director’s dilemma.

You can continue with board members who are deeply connected with the day-to-day work of your organization but who may lack the time, experience, or interest to provide effective oversight and support.

On the other hand, you could recruit what this director’s called “traditional” board members: well-connected individuals with the business acumen and free time to provide effective oversight, raise your organization’s public profile, and help fundraise. But these members may not fully understand the day-to-day demands of your mission.

The first group of board members may inhibit your nonprofit’s growth. The second group might help it grow, at the risk of losing some of the character that has made your mission successful so far.

Investing in a Balanced Board

Building a board that is committed both to what has worked so far and to what’s needed for your next chapter is both possible, and essential.

While there are many guides about creating effective boards, I’ll suggest just three areas for investment:

• Values. Your board can gain incredible clarity in its decision making by reflecting on the organization’s core values. If being “community-centric” has been key to your organization’s success, like the nonprofit above, hold fast to that value – including when deciding what board members to recruit and accept.

• Training. Board members are more likely to be effective in their governing role if they understand both (a) what their responsibilities are and (b) how the organization operates. Even experienced boards can benefit from training together and discussing how they want to implement the latest leading practices.

• Diversity. As it turns out, the dilemma presented in the previous section is a false choice: your board can have devoted volunteers who understand your day-to-day work and well-connected fundraisers. Consider the range of skills, perspectives, and contributions that would make for a well-rounded board. Then recruit (and train!) accordingly.

Commitment to your mission is not the only factor in your board’s ability to govern effectively. Diversity of skills and perspectives, shared values, and capacity (developed through training) will help you successfully make the transition from “working board” to “governing board” – without sacrificing your nonprofit’s character.

I guide nonprofit organizations through significant changes, like transitions to governing boards, with people-centric strategic planning and targeted problem solving. Set a free consultation to discuss how I can help your team.