10 Ways to Engage Busy Board Members – An Executive Director’s Guide

One of today’s biggest challenges for nonprofit Executive Directors/CEOs is how to recruit, engage and retain high level Board members who can meaningfully and measurably advance the mission of the organization. A group of impactful, committed Board members can transform a nonprofit organization in multiple ways, all of which help advance the mission of the organization. Conversely, high level Board members can be over-scheduled, hard to “land” and tend to not be too tolerant for lengthy, unproductive Board meetings.

Thus, the dilemma: How can you authentically engage busy Board members in the governance of the organization and orchestrate a scenario where both the organization and the Board member benefit?

Securing high-level leaders to join your Board of Directors is a huge win for an Executive Director. Gaining access to their knowledge, experience, connections and support can often be the “secret sauce” that enables an organization to more effectively achieve its stated mission. Typically, as high achievers in business, philanthropy or some other discipline, they are accustomed to meetings and operations that flow in expected ways. Participating in Board meetings that lack a clear purpose, efficiency, and anticipated outcomes can pose frustration for them. As a result, it’s not unusual for attendance to begin to dwindle.

From the Executive Director’s perspective, ideal Board members possess a strong core knowledge and understanding of the mission, finances, and operations of the organization. They bring vast life and business experiences to the table that can be beneficial to the organization in direct and indirect ways. Attendance at Board meetings is key, and if that’s not possible, an Executive Director may be faced with finding other ways to keep them informed or offering an opportunity to step away if the commitment is too much.

In my years of experience of both serving Boards as an executive and sitting on multiple nonprofit Boards as a member, I have found the majority of Board members truly want to make a meaningful contribution to the organization. That goal can best be achieved when the Board member is well educated on the purpose, form and function of the organization and when their time and talents are effectively and efficiently utilized. Occasionally, a well-intentioned Board member has competing demands from his or her own work that makes full participation difficult. Providing a graceful opportunity for the person to step away from Board demands and return when their schedule permits may be a welcome solution.

High-performing Executive Directors strive to create opportunities for Board members to be actively engaged in Board governance in a variety of ways. In doing so, they create a sense of intrinsic reward for each Board member. They purposefully plan to ensure the Board member’s participation is both rewarding and meaningful.

Here are 10 ways nonprofit Executive Directors can engage Board members:

1. Periodically set aside time for the Board, as a whole, to reflect on its effectiveness as a governing body. Are we accomplishing what we’re called to do? How can we become a more effective Board? What skills or understanding would help us get there?
2. Strive to understand the motivations of a Board member and why they are choosing to volunteer their time and energy to a cause.
3. Provide a clear and concise orientation education for new Board members in order to clearly convey the duties and expectations of the role.
4. Communicate clearly and in a timely manner the critical information that empowers the Board member to be an active participant in a Board meeting. Sending agendas and supporting documents well in advance is critical.
5. Solicit individual feedback from Board members. Are our meetings productive? Are you feeling your time and talents are valued as a Board member? What would make your Board experience more meaningful?
6. Match new Board members with experienced members so each has a “Board Buddy”. Having a fellow Board member who can provide not only context and relevance to important issues, but who can help with simple issues like logistics and protocol can be very helpful.
7. Have meaningful engagements with Board members outside of Board meetings. Strive to gain a clear picture of the Board member’s world, their motivations for serving and how to help tailor experiences to meet those needs and expectations.
8. Leverage technology and other time-saving tools so that Board meeting time can be used for the highest level of thought, discussion and action.
9. Match Board members’ interests and talents with Board tasks, committees and responsibilities.
10. While strategic planning for an organization can be vitally important, a poorly organized strategic planning session can be agonizing. Carefully consider how to organize such visioning and planning sessions so that Board members walk away enthused and confident about the future of the organization.

In closing, working with busy, high-achieving Board members is an art form that requires the Executive Director to be a master communicator, facilitator, and delegator. By better understanding the constraints and expectations of busy Board members, the Executive Director can skillfully harness their talents and wisdom to advance the organization. The collective wisdom, networks and passions of a well-engaged volunteer Board can be an invaluable asset that can lead to extraordinary impact.

A well-informed and engaged Board of Directors is most important when an organization is facing an executive leadership change. The Moran Company’s highly skilled and experienced search consultants have sat on both sides of the table during these transitions. We have served as not only executive leaders, but also as nonprofit Board members. Our team’s unique experience can be critical when the time comes to mobilize the Board of Directors and select a new leader. Contact us today for a free consultation if we can be of assistance with your nonprofit organization’s next executive search.

By Jon Rosell, Ph.D.
Senior Search Consultant
The Moran Company
“We Find Great Nonprofit Executives”

About the Author: Jon Rosell, Ph.D., is a Senior Search Consultant with more than 30 years of nonprofit leadership experience in associations, education, and health care. He previously served as the Executive Director of a statewide medical society and as Executive Vice President of a children’s therapeutic organization in Wichita. Jon is a past President of the American Association of Medical Society Executives and has been appointed to various health policy task forces by Kansas Governors. Read more about our team.