By Nancy Bacon
“How do I get my board members more engaged?” That is probably the most commonly asked question in any board training.
I hear the question from frustrated Executive Directors, overwhelmed board chairs, and tired board members, all of whom are carrying too much of the load. Each of them wants to know the secret to board members who show up with their sleeves rolled up, ready to make a difference.
If only there were one secret to share. In my experience, there are actually four elements that weave together in support of a board becoming what I call a “Powerhouse Board.” (You know what I’m talking about—a board that is known for getting things done, for influencing the work, and for doing it collaboratively so everyone feels valued.) The secret to board engagement is this: the right people with the right lens of focus, having the right conversations within a structure that supports engagement.
Here’s why each of these elements is important:
Right people: The right mix of individuals on the board ensures diverse perspectives, skills, and experiences that align with the organization’s mission and needs. It’s about recruiting members who are committed, capable, and connected to the purpose. A board exists to make decisions that are accountable to the community, which means it needs the right people at the table making those decisions. Who needs to be on your board to achieve that?
Right lens: The role of a board member is to focus on governance rather than management or operations. In the case of all volunteer boards, this means focusing on governance in addition to these other tasks (often framed as “what hat are you wearing?”). Governance involves setting strategic direction, ensuring accountability, and leading on the issues that matter. How do you get your board members with their shoulders back and head lifted, looking at the horizon and the landscape all around you?
Right structure: An effective board conducts meetings in ways that facilitate decision-making, accountability, and effective use of time. It operates committees with defined responsibilities and goals. How might your board organize itself to make the most progress?
Right conversations: Engaged boards have meaningful discussions that focus on the organization’s impact, future opportunities, and key challenges. They have consequential conversations that lead to consequential decisions. How do you practice having consequential conversations on little decisions so you are ready for the big decisions when they come your way?
You can see how each of these elements play off each other:
- Who do you need on your board to have consequential conversations?
- How does a focus on governance drive the structure you need to advance your cause?
- How does your committee structure invite a broader group of people into your mission, helping you to lead on what matters?
What is your board challenge? How might you address the challenge using this framework:
How do you achieve the right people with the right lens in the right structure having the right conversations? Here are some ideas:
| Right people | Recognize life cycle opportunitiesRecruit with purpose at the centerMake sure they feel a strong connection with the mission, understand the job, and are ready to contribute before they join the board.Provide accurate job descriptions |
| Right lens | Focus on governance over management/operationsPlace work within an ecosystemOrient members to the roleInvest in culture |
| Right structure | Use officers effectivelyRun purposeful meetings that support mission, vision, and outcomesOrganize committees to share the work and engage the community |
| Right conversation | Invest in good staff/board communicationFocus on consequential conversationsStrengthen facilitation as a core leadership skill |
Here are some resources to explore these ideas:
Boards and nonprofit life cycles (BoardSource)
Welcome to the board, which explains governance (Nonprofit Learning Center)
The Four Principles of Purpose-driven Board Leadership (SSIR)
Nonprofit Radio Show podcast, where we’ve talked about board practice 12 times.
We also talk about many of these ideas in the Nonprofit Board Certificate Program: How to build a powerhouse board, available through the Nonprofit Learning Center. Ultimately board members are people who often don’t know each other very well. They have work, family, and life outside of the boardroom. It isn’t surprising that they aren’t as engaged as they could be. However, I believe they want to do a good job. We can help them to thrive in the role by being intentional in how we recruit and support them.
About the Author:
Nancy Bacon
Nancy Bacon is a teacher, instructional designer, and learning strategist who has worked for over 25 years in the nonprofit sector. She works with nonprofits, associations, public agencies, and philanthropic partners to design and deliver learning experiences that lead people to take action. Nancy founded two nonprofit learning programs, including the award-winning Global Classroom at the Seattle World Affairs Council and the nonprofit learning program at the Nonprofit Association of Washington (NAWA). During her eight years at NAWA, Nancy created the board, finance, and law curriculum approved by the Office of the Secretary of State to be used statewide. Nancy co-founded the Nonprofit Learning Center to provide on-demand high quality on-demand learning, and she co-hosts the Nonprofit Radio Show to ensure small, rural nonprofits have access to regular learning.