Too many nonprofits struggle with Boards that lack energy, diversity, or commitment. A strong Board, however, can open doors, spark innovation, and accelerate mission success. Nonprofit Board Recruitment is about more than simply adding bodies to a Board. The right Board Members bring influence, skills, and passion that can transform an organization’s future.
Attracting and keeping influential leaders requires thoughtful action and strong leadership. Key steps to build and sustain an effective Board include:
- CEO/ED participation in the selection process
- Identification, recommendation and selection of the Board Member
- A good orientation
- Giving or getting protocols
- Acknowledgement before, during, and after service
CEO/ED Participation in Board Recruitment
Why CEO/ED Involvement Matters
Every nonprofit CEO or Executive Director (CEO/ED) knows they must ensure the successful viability of the organization in which they are charged to lead. That massive 24/7/365 responsibility involves not only the commendable management of staff overseeing programming, marketing, and operations management, but it also pertains to participating in the safeguarding duties of the nonprofit Board of Directors.
How can the organizational leader partake in Board Governance? More appropriately, why should a nonprofit leader be involved in the selection process of Board Members?
The Risk of Excluding Leadership
It seems obvious to acknowledge that the staff leader reports to the Board and that the Board is temporary. That means, in most cases, the Board changes over time, once one has served his/her duty to the organization.
Conversely, the CEO/ED will most likely remain over time, ensuring that fundraising and the approved strategic direction is implemented with relevance and consistency.
This suggests that the staff leadership should partake in the selection of Board Members. Sadly, with medium or small nonprofits, that is not always the case. Organizations that do not participate in the selection and/or recommendation of a potential Director to the Board could benefit from soliciting Board Governance counsel from a qualified nonprofit consultant.
It’s healthy to involve the CEO/ED in Board Member evaluation and selection. Otherwise, the staff leader is 100% implementation-oriented, which can be considered a loss for long-term fundraising and strategic reliability.
Identifying and Selecting the Right Board Members
Solid Board Governance begins with the identification, recommendation, and then the approval of individuals who can work with other Board Members as well as the CEO/ED on a long-term plan, ensuring stability and viability. Bylaws will dictate how the vote is conducted.
Using a Board Matrix
Fortifying an existing Board necessitates finding those who can bring select talents and skill sets to the mix. Using a basic grid of what talents are needed and what is missing (i.e., not available with the current Board) will help.
Balancing Skills and Fit
For example, if a nonprofit can benefit from Board leadership that understands the intricacies of childhood hunger and homelessness, identify those individuals and meet with them to learn about their views and expectations.
The same applies to the need of a Treasurer. An intricate knowledge of childhood hunger may not be needed to find someone who has a stellar background in accounting and can serve as the Board Treasurer.
Just because someone has the academic and professional backgrounds for X doesn’t suggest they are a good fit. Also, fit does not suggest that the potential Board Member become a “yes” person, endorsing everything brought forth for consideration.
Defining a Good Fit
Rather, fit refers to the professional capability of an individual to recognize the history of the organization, understand the long-term strategic direction endorsed by the Board, grasp the market and organizational challenges seen through a SWOT Analysis, and to manage themselves in a way where dissent is productive and stimulates collegial consideration.
In the end, the Board and ED/CEO are galvanized by a common desire to lead for the benevolent advancement of the organization.
Risks of Poor Selection
Boards and CEO/EDs that do not pay enough attention to the need and fit can find themselves in hot water down the line. That hot water represents “yet another task” for the nonprofit leader to address. Plan well first!
Bringing people on the Board simply to meet the numbers requirements of the Bylaws is equally of no value. Review and revise the Bylaws if the organization and its market requires such an evaluation and adjustment.
Board Orientation that Sets Members Up for Success
Every nonprofit professional should have two items readily available for a Board Director search: a one-page overview of the organization background and Board Director need, as well as a full packet of materials to orient the approved Board Director to the organization.
Overview Document
This brief writing will include a summary of the nonprofit’s history and organizational purpose plus it will outline the Board Director’s primary responsibility, e.g., Treasurer, Vice Chair or Vice President.
This overview document should be an overview only. It must be written clearly to communicate the minimum. It is a “leave-behind” piece after the CEO/ED and/or other Board Members have met with this potential Director.
Why Nonprofit Board Recruitment Begins with Orientation
This comprehensive collection of materials would be distributed to the new Board Director after s/he has been approved to join the Board of Directors. It is comprehensive and would be provided after the successful Board vote to approve the Director.
It will show organizational responsibility, a key to ensuring all Board Directors are proud to participate in the nonprofit.
What to Include in the Orientation Packet
The materials for this packet should be placed in a double-pocket folder and include a host of intraorganizational documents such as:
- the IRS determination letter (approval of 501c3 standing)
- Director’s & Officer’s liability policy statement from the CEO/ED or Board Chairman
- the approved strategic long-term plan
- the most recent approved budget
- a contact sheet along with a tenure tracking document (to show who and how long fellow Board Directors have been on the Board)
- a list of Board Meetings and Board Retreat dates
- list of events where attendance is required
- the most recent P&L and Balance Sheets
- staff names and roles (noting that all communication with staff goes through the CEO/ED)
- most recent tax return and/or financial audit
- a Conflict of Interest policy statement (to be signed by the new Board Director and delivered to the ED/CEO)
- a Statement about the 3Ts: time, talent, and treasure. See the next section below for more information
- What else could be added to this list?
Giving, Getting, and the Three Ts of Board Engagement
The ubiquitous nonprofit phrase of “Giving or Getting” refers to the “Three Ts of Board leadership—Time, Talent, or Treasure.” Many people focus on how much someone is required to give.
What is most appropriate? Perhaps the term “stretch gifts” is better? It’s entirely up to the specific organization.
Different Expectations for Different Organizations
However one refers to it, the Board Director must support the organization in one fashion or another. Small organizations often rely on Board Directors who lend their name, time, and talents.
Larger organizations may expect annual gifts of X from their Directors. What is needed depends on the organization, the market, the budget, and the ability to achieve realistic goals.
Examples of Giving and Getting
It may be best to ask that the Board Director use his/her talents and time to accomplish what is needed (serving as the Treasurer, for example). Then pledge financial support in the form of an annual membership, financial support for the annual fundraiser by purchasing tickets or a table, and/or making a stretch gift for a capital campaign, for examples.
Acknowledging and Retaining Influential Board Members
Once a Board Director has joined the nonprofit and delivered on his/her pledges to provide support, however that is agreed upon, the term of duties will come to an end. Her/his participation AND departure should be celebrated at several intervals because it shows appreciation and a successful conclusion.
Good relationships during and after service indicate important growth of the organization. A sincere “thank you” throughout a Board Director’s service is invaluable!
Recognition at the End of Service
The last Board Meeting should be the time to acknowledge and applaud the outgoing Board Director. The Agenda should clearly include this acknowledgement, and the Chair or President should preside over the recognition, noting specific contributions of time and talent – and perhaps treasure.
A pricey gift isn’t required, unless a fellow Director finances it. But a certificate of participation would be a gracious way to show sincere appreciation for his/her tenure on the Board.
Building a Stronger Future with Nonprofit Board Recruitment
Effective Nonprofit Board Recruitment shapes more than the Board itself — it shapes the organization’s future. Each step, from thoughtful selection to meaningful acknowledgement, demonstrates the leadership that sustains long-term success.
Staying calm in the storm and offering sincere gratitude are qualities that strengthen both the Board and the organization as a whole. With this approach, recruitment ensures a team of committed, influential leaders will champion the mission for years to come.
Build Stronger Boards, Build Stronger Nonprofits
Nonprofit Board Recruitment isn’t just about filling positions — it’s about finding the right leaders who can guide your organization toward greater impact. With the right recruitment strategy, your Board becomes a powerful driver of fundraising, governance, and mission success.
At Soukup Strategic Solutions, we help nonprofits strengthen their Boards by refining recruitment processes, enhancing orientation practices, and building engagement strategies that last. Our expertise ensures your Board is aligned, committed, and equipped to move your mission forward.
Take the next step toward a more engaged and influential Board. Schedule your free consultation and let’s explore customized Board recruitment strategies.
