How to Recruit Nonprofit Board Members: Start With the Governance Gap

Aug 26

2 min read

Board recruitment should not begin with who you know. It should begin with what the board needs to be able to do.

Many boards recruit by profile: “We need an attorney.” “We need an accountant.” “We need someone who can fundraise.”

Those characteristics may be useful. But they are not yet a governance strategy.

Start With the Organization Ahead

What will this board need to govern over the next two to three years?

The answer may be different from what the board needed two years ago.

Consider:

· Organizational growth

· Leadership transition

· Financial complexity

· New programs or markets

· Capital projects

· Fundraising expectations

· Government or regulatory relationships

· Community accountability

· Strategic change

· Board leadership succession

Then consider whether the current board has the capacity to govern those realities well.

Define the Gap Before the Person

The gap may involve:

· Financial stewardship

· Governance experience

· Strategy

· Legal expertise

· Community knowledge

· Fundraising

· Subject matter expertise

· Networks and relationships

· Lived or professional perspective

· Committee leadership

· Board officer succession

Name the capability first. Identity, lived experience, and representation may also matter to the board you are building, but they are not interchangeable with the governance capability you are trying to add.

Avoid reducing people to categories. The question is not merely whether someone has a credential or connection. It is what capability, perspective, judgment, or access the board needs—and how that person would contribute it.

Be Clear About What Board Service Requires

Candidates should know:

· Meeting frequency

· Term length

· Committee expectations

· Attendance expectations

· Preparation required

· Fundraising responsibilities

· Personal giving expectations, if any

· Ambassador expectations

· Major events

· Time commitment

· Officer or leadership pathways

“Attend meetings and support the mission” is not enough information to make an informed commitment.

Do Not Recruit Someone Into a Problem You Will Not Name

If the board is rebuilding after turnover, say that. If governance practices are being strengthened, say that. If the organization expects the new member to help build committee infrastructure, say that.

Candidates do not need a perfect board. They need an accurate understanding of the one they are joining.

The Workroom Standard

Before recruiting a board member, you should understand:

· What the organization needs the board to be capable of.

· What governance gap you are filling.

· What the individual will be expected to contribute.

· What the time and participation expectations actually are.

· Why this is the right board seat to add now.

If you cannot explain the gap without naming a profession—“we just need a lawyer”—keep going.

You may know the profile you want without yet knowing the governance need.

The Opportunity Board asks organizations to define board expectations before publishing an opportunity because board service is work, even when it is unpaid. Candidates deserve to know what they are being asked to take on.