2017 April Edition -flipbook

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I 15
As nonprofit leaders and advocates,
we look forward to boardmeetings
like we do to putting gas in the car. It’s
a necessary activity, but there about
a dozen other things we’d rather be
doing. Getting the leadership and
board members together is obviously
critical to sustaining the organization.
So, why does it feel like such a hassle?
In the nonprofit world, boards provide
strategic guidance, raise funds, and make
connections. The issue many of us face
when meeting with the board is an issue of
disconnected judgment. Executive director,
staff, and board member interaction can
seem tedious and even messy at times - even
under the best circumstances. At worst, the
nonprofit team might resent prepping for
weeks to entertain people they perceive to
be well-meaning but ultimately disengaged
know-it-alls.
In ideal situations,the nonprofit and the board
members have an established relationship
and enjoy mutual trust and respect for each
other’s roles.The board members maintain an
ongoing awareness of nonprofit operations
and strategic initiatives, and come to the
meeting with questions and informed
recommendations.
But an investment
of time and energy
on both sides of
the relationship are
needed to build this
foundation.
To start, confirm
that the nonprofit
mission is clear. In
most cases, this is
a straightforward exercise. In groups going
through a significant change in their approach
or population need, however, this mission
might be a bit fuzzy. Bringing clarity to the
purpose and function of the organization is a
critical first step.
Second, ensure that the board members
are clear on their roles and responsibilities.
Setting expectations for their participation is
best done before they join the board. Many
nonprofits are getting more disciplined in
this regard, but even many high-profile
boards struggle with this essential step.
Next, because board members are with
the nonprofit staff so infrequently, they
often lack sufficient understanding of what
normal organizational operations look like.
The solution to this problem is to build an
experiential component into the next board
meeting. Here is an example of how you
might do this.
1. When developing the board meeting
agenda, set aside at least half a day
to see and experience first-hand your
nonprofit staff at work. Select a range of
functions from serving the beneficiaries
(if logistically possible) to finance and
budgeting.
2. Mimic typical daily challenges to the
greatest degree possible. Obviously, most
staff, patients, or clients will behave
differently when there is someone
Increasing Board Engagement
through Better Meetings
ROBIN CAMAROTE
unfamiliar around. Introduce the
board member to anyone they meet
and explain what is happening. Include
a description of common, everyday
challenges, and the solutions to those
problems that have evolved over time.
3. Split board members up among
the various functions you’ve selected.
Create pairs of staff and board members
that you believe will click with common
interests or communication styles. The
benefit is that the board member will
be exposed to a passionate person who
will naturally seize that opportunity to
reinforce why the work is so important.
They’ll also see the strengths, weaknesses,
and risks to the program up close.
When the experience is over, reserve space
in the agenda for the board members to
ask questions or share observations with
each other. After seeing your nonprofit
operations and initiatives firsthand, board
members should immediately gain a greater
understanding of how work is done. This
increased knowledge will help them prepare
more precise recommendations for your
consideration.They also will likely be inspired
to redouble their fundraising efforts after they
see the great work and impact being made on
the community, issue, or cause you serve.
Robin Camarote is a meeting facilitator and leadership
team development consultant for federal and nonprofit
organizations. In addition to consulting, she writes
regularly for and Government Executive on
leadership and increasing your positive impact at work.
She is the author of Flock, Getting Leaders to Follow,
a best-selling book on organizational behavior.
Twitter: @RobinCamarote
Facebook: Robin Camarote writing
Board Relations