Changing Times

As leaders, we often find ourselves sharing our time and talents by serving on non-profit boards. From my experience on a number of boards and working with dozens of non-profit clients, I have compiled a list of tips that, if followed, will surely increase the value of your contribution, the satisfaction you get from serving, and will make a huge difference to the success of the organization. I asked a number of colleagues to contribute to this list, but would love to hear from you. Just hit “comments” at the end of this article—share your triumphs, tragedies and horror stories.

[audio:http://www.wunderlin.com/audio/changingtimes4.mp3]

1. Get to know the organization.
You may or may not experience a robust orientation to the non-profit organization whose board you join. Make sure you understand (and can articulate) the mission and the vision of the organization. Take it upon yourself to spend time experiencing the services or products the organization provides and being on-site.
Take a tour; volunteer on a regular basis; participate in their services; test their products, etc. There is no substitute for experience. It will serve you well when time comes for the board to make decisions about various programs and services.

2. Be an advocate for your organization.
So many deserving non-profit organizations lack profile and awareness in their communities. In addition, there is nothing more credible than a person such as you who has that organization in your heart speaking positively about it to your work colleagues, golf partners, and friends. Positive PR is the life-blood of non-profit organizations. Think of one or two very positive and demonstrating anecdotes about the non-profits you serve, and have those stories at the ready. Also, consider asking the executive director or president to meet your circle of friends or speak to groups you are associated with. It’s a great way to engage others in the organization.

3. Recognize that serving is volunteer, but not optional.
Being on a non-profit board is definitely something you volunteer to do. And, it is essential to know that once you have said “yes,” your responsibilities as a board member are not optional. If you commit to being on the facilities committee, it is your responsibility to come prepared to committee meetings; it is not a meeting you go to if there isn’t anything else on your calendar. If you commit to the executive director that you will make three fundraising contacts, it’s important that you fulfill that commitment. So related to that…

4. Make commitments you can keep.
So many friends and colleagues have shared their stories of feeling guilty about the work they could be or should be doing for the organizations they support. Frequently these are commitments we know from the start will be very difficult to keep. This is a time to “describe reality as it is.” If a charity that is near and dear to your heart calls on you to lead its capital campaign over the next three years, and you are in a job that requires travel three days a week, you are not likely to be able to be successful. If an organization would like you to ask your manager to support a grant request, but you know that asking your manager would not be good for your standing at work, don’t say “yes.” Executive directors have told me repeatedly they would far prefer to get a “no” upfront than a “yes” that is really a “no.” Find contributions you can make, and then make them. It is possible to negotiate for what you can and can’t do—for example, accept a leadership role on the board, in return for the recognition that you need to trim back your other committee work.

5. Know your job and stick to it.
For most non-profits, boards have three essential roles: hire, manage and evaluate the senior executive, set the strategic future direction for the organization, and ensure sound financial stewardship of the organization. Some boards are considered “working” while others are more “policy”-oriented. It is important for you to understand how your organization defines its governance, (i.e., what are the board’s responsibilities, the management’s? and the staff’s?) Then stick to it.

6. Find ways to translate what you know to the benefit of the non-profit.
The non-profits we serve are best served when we are contributing the expertise and knowledge we have that they cannot get elsewhere. A board on which I serve has a commercial real estate developer heading its facilities committee—his knowledge of building costs, the bid process, and environmental concerns make an invaluable contribution to that organization.

7. Expand your skills.
A corollary to #6 is: challenge yourself by joining a committee that you don’t know about as a learning opportunity for yourself. Board members give so much to organizations and this is one way the relationship can give back to you. Try your hand at PR, Finance or Special Events. It’s a great way to expand your skills.

8. Recognize that fundraising is a reality and a responsibility.
Very few non-profit organizations can cover their operating costs with operating income. Contributions and grants are a necessity; they are the difference between an organization’s life and death. The board has a very important role to play in generating the necessary contributed income, and if you join a board, be ready to play a part in fundraising. That role can start with your own personal stewardship. Be sure to contribute to the annual fund. Do it proactively—don’t wait to be asked. In addition, by all means, pay it promptly and without reminders from the staff. Your financial resources may be very limited and that is okay. Do what you can; participation is the key. Corporations tell us that one of their key criteria for giving is the demonstrated support of the non-profit’s board. If your executive director can say that 100% of the board participates in annual giving, it makes a very compelling story to corporate donors.

In terms of raising funds, we often hear: “I’ll do anything, but please don’t make me ask my friends for money!” You may be very uncomfortable asking people for money. That’s all right—there are plenty of other fundraising jobs to be had. You can identify prospects, even if you don’t make the ask. You can go along with the executive director to provide the introduction and the executive director can make the ask. You can participate in phonathons, review grants, or get your company to buy a table or sponsor a foursome in the organization’s fundraising events. Remember, your connections are valuable. You bring your own circle of friends with you who may be swayed to give based on your participation with the organization. Those relationships are invaluable.

9. Don’t spread yourself too thin.
Some people collect board memberships like scalps on a belt. You can’t possibly devote the right amount of energy and time if you are on five boards. Say, “yes” to the ones that are near and dear to your heart. Then serve with passion. Say, “thanks,” but “no thanks” to the others.

10. Rotate off.
Non-profit organizations need and benefit from continually refreshing and renewing themselves. Staggered term limits provide boards with a healthy balance of continuity and new blood. If the board you join doesn’t have or administer term limits, consider setting a limit yourself. Get on the board, contribute and then make way for new ideas and new insights. If you aren’t exhausted when you leave the board you will be receptive to helping the organization and advocating for it even when you are no longer on the board.

So that’s the list. Again, let us hear from you—what are behaviors that you find helpful? (Or horror stories about unhelpful behaviors!) We learn from each other – and we are anxious to hear from you.