The Truth About What Boards Want
By June Bradham, CFRE
"Why is it that one human being with the same value system, assets and relationships performs in a stellar way on one board and is the empty seat on another?"
This question led me to begin research in which I interviewed high-value board members from around the world, focusing on the board member's subjective experience. What caused them to truly engage and contribute in significant ways that advance organizational success? The result is a book that reveals what creates a satisfying experience for the board member. We all know that when board members are satisfied and thrilled they lead with passion. So, what is it that board members want?
Stellar board makeup: The number one reason the most sought after board member will accept membership is who is on the board. They want to be with people they admire and know or those they want to know. "Accomplished, smart, articulate," they say.
Passion for the cause: The attraction of their fellow board members is paramount, but as they are more seasoned, more experienced, more sought after, they must be passionate about the cause and the mission.
In the January/February 2008 edition of Association Executive magazine, Joel A. Dolci, CAE, wrote of characteristics of great leaders: "Good judgment," check. "Humor," check. "Transparency," check. But when he arrived at "passion," I started to nod with more vigor.
The right CEO or executive director: Pure and simple, board members expect the CEO or executive director to be a thought leader. They expect the CEO/executive director to be in front of the board, guiding, leading, challenging. However, little can protect the CEO/executive director who steps too far over the board/CEO relationship line of authority, and surprisingly, board members tell me they must personally like the CEO if they are to be fully engaged. They must like being around them for the best of board leadership to emerge.
One of the board members I interviewed put this as succinctly as I've heard: "I gravitate to people, not projects. If I believe in the leader and find them compelling and visionary, if I believe they can pull the project off, if they want my help, not just my money, then I am more likely to truly engage."
Time to know each other: High-powered board members lead management to be tempted to race through meetings, conscious of their valuable time. But what most board members really want is some social time with their board colleagues. I know that some of my closest friends are fellow board members. We've been through a lot together and without time to share thoughts, bond with allies, and get to know one another, our board (and our relationships) would have been weaker for it.
Trust and transparency: This one is simple: If you want your board to trust you, don't hide things from them. As all great public relations executives know, the warts and scars will pop up eventually. Get them-finances, history, personal conflicts-out on the table so that board members can ask questions and understand the issues completely. This means including discussions in committees and board meetings. Have open discussions, not talk for the sake of talk.
Meaningful work: We often think that board members are too busy, too smart, or too sophisticated to want to actually get down in the trenches, but my research found just the opposite to be true. The most satisfying experiences I heard were from board members who are invited to share their skill sets, but also encouraged them to try new things, experiment, and, yes, get their hands dirty. This is not licking the envelopes, of course, but generative thinking and connecting on behalf of the organization
Some also want to get their hands dirty doing something different than they do day to day. Just because your board chair runs the Hotel Association, don't assume she wants to head up the conference site selection committee; ask her. You may find she also has an expansive Rolodex and would be better suited to the membership committee.
One of my favorite interviewees spoke to this truth saying simply, "If you need me, use me. Then you have me." Meaningful work leads to deeper engagement and a more vested board member.
Always striving to learn: If you ever want to see a board member cross his arms and say "Harumph," mention the word "training." As a trainer by nature, I try not to take this too personally, but I realized one thing about those I interviewed: their brains are full. It's not that they don't want to learn anything new-just the contrary. They want targeted education that enhances their current skill set, specifically about trends in their organization's industry and best practices. Most rebelled against the more typical training from the "school of board should." Experienced board members know you want their money, stature, and relationships. What they want is to make a real difference.
The final truth in my findings is also the result of a perfectly aligned organization: A great board experience will inevitably lead to an increased desire to contribute. That is, when all these truths are actively pursued, when attention is paid to creating a dynamic, engaging environment in which the board operates, nonprofits will be rewarded by boards who contribute their brain power, their experience, their networks, and ultimately their financial support.
For those lucky organizations that are able to implement these easy to say, hard to execute elements, the reward is great. The reward is alignment, the perfect harmony between what the organization needs to succeed, what the board members want to thrive, and what the CEO/executive director desires from the board to forward the mission of the organization.
June Bradham, CFRE, is the founder and president of Corporate DevelopMint, a strategic planning and fundraising consulting firm, and the author of The Truth About What Nonprofit Boards Want: Nine Little Things That Matter Most (©2009, Wiley & Sons). She can be reached at 9 Calhoun Street, Suite C, Charleston, South Carolina 29401; 843-853-9999; jbradham@corporatedevelopmint.com; or www.corporatedevelopmint.com.