Summer is officially here. For those of us living in the South, it has felt like Summer for several weeks now and seems like this year will be one long hot Summer. Summer is a time when many people take a break from the normal routines of life -- school’s out, pools are open, families head to the lakes and beaches for vacation. It’s a good change of pace from the rest of the year. For the Summer I plan to take a lighter approach to the topic of Board Governance and this month borrow a page from David Letterman and consider the Top Ten Reasons for Developing Strong Boards. I frequently encounter people who ask why bother with boards? Here are my Top Ten answers:

Number 10 - Increased community awareness. Grassroots nonprofit organizations struggle to gain mind and market share with the potential funders and clients in their communities. In our training sessions, the majority of organizations readily admit that “they are one of the best kept secrets in their communities.” This creates numerous challenges for organizations that rely on public interest and awareness for their existence. A strong Board of Directors increases public awareness for the organizations they serve by utilizing their influence to connect others in their network of contacts to the organization.

Number 9 - Access to new donors and volunteers. This is an extension of # 10, board members should be willing -- more than willing, they should be eager and excited -- to introduce prospective donors and volunteers to the organization. This can occur in natural, organic ways as well as in structured settings. Board members can arrange meetings to introduce their friends and associates to the nonprofit by inviting them to a breakfast, lunch, coffee, or tea with the Executive Director (ED) and allow them to meet and hear the vision of the organization. This creates an opportunity for the ED to develop relationships with these individuals and engage them in their areas of interest as donors and/or volunteers.

There are dozens of ways to do this in formal settings as well. Many organizations host an annual gala or other types of fundraisers. Board members should be filling tables with their friends, colleagues, and associates who want to learn more about the organization and might get personally involved as a result. Other organizations host smaller, intimate “get to know you” sessions while others opt for monthly “lunch and learn” sessions. The point is to provide avenues where board members (or others) can invite friends to site visits or tours, meet the staff, and learn about the organization first hand and have opportunities to get personally involved.

Number 8 - Open doors to new opportunities. Board members should be additional “eyes and ears” for the organization and be alert to connect the organization to needs and opportunities they discover in their areas of influence. Board members may be exposed to opportunities through their work, church, recreation, or civic engagements that are a perfect fit for the organization. They may be the conduit to connect the organization to opportunities, but they must have their antenna up and always be thinking of ways to promote and connect the organization they serve to opportunities they encounter. For example, a board member may serve on a community planning committee and learn of a new factory opening in the community that will need workers with certain sets of job skills. Your organization may provide those services and this provides an opportunity for a new partnership. Another board member may work for a local company that wants to partner with local nonprofits to host community service days to promote volunteerism among their employees. These are a couple of examples of opportunities board members may open for your nonprofit.

Number 7 - Access to a broad spectrum of opinions, experience, and wisdom. To do this, the Board must be diverse and meetings must be well planned (and attended) so that the organization accesses a wide range of perspectives as it considers options and takes actions. Too many Boards are in-grown and inbred and too many people around the table are stuck in a similar mode of thinking. As General Patton observed, “If everybody’s thinking the same, then nobody’s thinking.” I am not suggesting that board meetings should be mayhem, but there should be room for diverse opinions and those with dissenting views should have freedom to express them so wise decisions are made for the best interests of the organization.

Number 6 - Develop strategic direction for the organization. This is an extension of #7 and is a reminder that the Board should bring its best thinking to bear for the organization and help the nonprofit develop and implement strategic direction. This includes the formal work of strategic planning (whether the Board is directly involved or overseeing the effort depends of the size, structure, and maturity of the organization) as well as helping the organization make wise decisions at strategic moments in the organization’s journey. I know several organizations have convened emergency sessions to explore options for some of the tough decisions their organizations have faced including budget cuts due to shortfalls of revenue.

Number 5 - Increased number of people raising money for the organization. One significant challenge for most grassroots organizations is revenue and donor development. It is far too common that the ED is the sole fundraiser for the organization.Ideally, multiple people are involved in fundraising and eagerly connecting others they know to the organization (see # 9 above or last month’s article on Growing a Giving Board). I am not suggesting that every board member is comfortable, let alone gifted, in “making the ask”, however I do believe every board member can and should be involved in making introductions and connecting prospective donors to the organization. I have a very broad view of fundraising and love to see it happen in natural, organic ways.

Number 4 - People to help share the load and shoulder the burdens of the Executive Director. While I agree that the Board should be cheerleaders of and supporters for the ED, that’s not enough. I’ve seen it and fear this is a common occurrence in many organizations. The ED comes to the Board meeting and shares the report of what they’ve done since the last meeting, the Board gives a collective pat on the back and says, “Great job!” Then they go through the rest of the meeting and create a list of action items -- all of which are assigned to the ED and then it’s meeting adjourned. The ED, while appreciative of the recognition, leaves feeling overwhelmed and under supported. Strong boards help share the load without overstepping the boundaries. They do not seek to do the work of the ED, but they do complement their work, perhaps through the use of committees or other structures and they are sensitive to the burdens the ED carries. Strong boards ensure the ED has the resources needed to do the job and are committed to his or her continued professional development

Number 3 - Enhanced mission fulfillment. All nonprofit organizations exist to fulfill a mission, that’s the bottom line (or at least one of them if you subscribe to the double or triple bottom line theories). Having strong board leadership helps organizations maximize their assets and resources to further the mission and fulfill the vision. Good governance is part of good management and good management is good mission.

Number 2 - Your clients deserve excellent leadership. Your clients -- whoever they are, whatever their struggles are -- deserve the very best you can give them. It’s impossible to have a great nonprofit organization with a mediocre board. Strong board leadership is vital to your organization being the best it can be and delivering the best you can deliver to your clients.

Number 1 ....drum roll please... the number one reason for developing strong boards is for the Executive Director or Founder of the organization to stay out of jail. Yes, there are legal mandates requiring nonprofit organizations be led by a group of individuals, collectively known as the Board, who steward the organization’s assets and resources on behalf of the community served by the organization.

These are just a few benefits organizations receive from having a strong Board of Directors. I hope your organization is benefitting from great governance by the Board. If so, take some time over the Summer to express gratitude and demonstrate appreciation for the hard work the Board delivers throughout the year for the organization and its beneficiaries.

If this list is a painful reminder of the leadership void in the boardroom, then commit to take action steps to revitalize and rejuvenate the Board. We have resources to help. You may want to listen to last month’s webinar on Board CPR: Revitalizing Troubled Boards or peruse some of our past articles. Please contact us if we can help.

Kevin Monroe is the Founder and Managing Partner of X Factor Consulting, a consulting firm that makes the world a better place by equipping leaders and strengthening organizations. Through active partnerships with businesses, foundations, government agencies, nonprofits, and others that share this commitment, X Factor is strengthening individuals, families, neighborhoods, and communities around the world. 

Kevin has a wealth of experience and a passion for nonprofit and philanthropic organizations, as evident in the results he has achieved working with organizations around the country. He is available to consult or speak on this topic and many more. Contact us today or click here to learn more.

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