Recruit an Outstanding Board

The Henry County Chamber of Commerce’s board of directors is a point of pride for President & CEO Joseph Henning. Just over half are women. Around 40% are Black. Asian Americans and Pacific Islanders comprise about 10% and 8% identify as LGBTQ. Board recruitment is an intentional process for Henning, especially when it comes to diversity, equity and inclusion. “You have to keep in mind the diversity of the community you serve,” he said. “It’s something that I’m very proud of.”

Not all nonprofit executives can say the same. According to research from the latest edition of BoardSource’s Leading with Intent report, almost half of all chief executives said they don’t have the right board members in place to “establish trust with the communities they serve.” Only a third of boards place a high priority on knowing the community they serve. And while boards appear to be getting more diverse, only 38% of executives feel their boards reflect the community. However, clear expectations and thoughtful recruitment can help facilitate a strong group of community leaders that are engaged and ready to serve.

Recruit with Purpose & Process

Danielle Fitz-Hugh, president & CEO of the Chesterfield Chamber of Commerce, asks her current board one question when they discuss the recruitment process:  could this person be the board chair? “If you don’t see them as chair of the board, then they shouldn’t be serving on the board,” she said. Fitz-Hugh recently had 15 applications for six open spots. “Most of our board members have served in a very proactive committee role, so they’ve seen the work and they’ve done well in the work, which is how they got to the board seat,” she said.

Recruiting for your board is a year-round activity and is best done with intent. “Being intentional about recruiting means recruiting with purpose and process,” said Hardy Smith, a consultant and author of Stop the Non-Profit Board Blame Game. “You need to recruit board members for your unique organization. We just all too often settle for what we can get.”

Having meaningful conversations with potential board members means a two-way dialogue to determine if the fit is right on both sides of the table. Being clear with expectations, like responsibilities, attendance and time commitment, and asking why they want to be involved can lead to essential engagement during their term. And don’t be discouraged if you don’t get the answer you want. “A lot of times a ‘no’ in the recruiting process could be the best possible answer,” Smith said. “A ‘no’ today doesn’t mean a ‘no’ tomorrow.”

To achieve a board that reflects the community, Henning uses a matrix to track a variety of diversity dimensions. “We look at race and ethnicity. We look at the community they represent,” he said. “We look at the size of their employer, what their strengths are, what their industry is.” Henning says a matrix is a great tool for the recruitment and activation of individuals to fill the gaps that might exist. The matrix is adjusted as new key sectors emerge in the area.

Set Clear Expectations

Provide potential board members with a commitment form, something that lays out what is expected of them in clear, plain terms. “I wouldn’t apply for a job without seeing a job description,” said Alysia Cook of Opportunity Strategies LLC. Cook recommends having board members sign that form, too. “There is something psychological about when you sign your name to something. It really does become more important, more solidified,” she said.

Chamber executives may also have to change their expectations, as well. Think about the important qualities a board member needs to have. Is it more important to have a board member that shows up to every event or one that provides strategic thinking? No matter the answer, contemplate what exactly your board needs and adjust the requirement accordingly. “Rethink those expectations to avoid a whole lot of frustration,” said Smith. “Quite often, board members are the forgotten volunteers. Show appreciation for the behavior that you want to model.”

Use Tools and Adjust as Needed

At the Wichita Falls Chamber, President & CEO Henry Florsheim keeps a running list of potential candidates for his board. One tool in the chamber’s bylaws belt is chair appointments, which allows for the current board chair to appoint up to five chamber members for one-year board terms. “We treat them as a breeding ground for three-year terms,” he said. “It’s a good way for someone to get in and see if they enjoy it and be involved, and for us to see if they’re going to be involved.”

Florsheim also adjusts recruitment based on the chamber’s current priorities. “What’s our strategy and what are we trying to accomplish right now? Do we have people on the board that would be vested in those decisions and could put energy toward making those things happen?” he said. It’s easy to fall back on the usual suspects, people that are serving on multiple boards in the community. Searching for new faces can provide fresh ideas and a bigger impact. “It’s helping us expand our spheres of influence in town rather than just pulling somebody from the company that everybody already knows,” Florsheim said.