Profiling Your Board–Create a Team for the Long Game
Regardless of the “age” of your Board, it is always important to add people to the Board that fill a need. Often, young start up nonprofits populate their Board seats with friends and like minded individuals who are passionate about the mission of the organization. While passion for the mission is a prerequisite for a good Board member, this fact can be very limiting in the long run. As the organization matures, the needs for a multifaceted board becomes imperative, and often those original board members cannot provide an expertise to further the development of the organization. Boards in transition are ones that need to weed out members that no longer fill a need, and bring on members that have an expertise. To prevent what can be a messy transition, think of board seats as positional players on an athletic team. For example, a baseball team has 11 players and they all fill a particular need that make up the team. Board seats should be treated with reverence and never given out lightly.
There are three conversations young boards need to have from the outset. First, a philosophical discussion about what combination/percentage of the three W’s (work, wisdom, wealth) or T’s (time, treasure, talent) a board member needs to possess. A board needs members that ideally can do all three, write a check, be smart, and work hard. At the very least, a board member should have two of three. For example, someone who contributes just one of the three attributes is taking up space and can potentially breed ill will amongst other members.
The second and third conversations are more tactical. Make sure early in the board development process you create a governance committee (more on this in a subsequent blog). You can also design a grid/matrix with the professional needs your organization needs. Do you need a lawyer for legal advice (they do not replace the organization's professional legal counsel)? Do you need someone versed in public relations? You get the picture. This grid should help guide the professional needs the Board will need.
A profiled board early in the development of an organization will reap benefits for years to come. Make it a priority from the beginning.
