So you want to join a board:

I was recently asked to give a presentation on best practices in board governance, with a focus on non-profits.

It is a subject I have written about in Muddy Boots before, so you can review the blocking and tackling in prior posts. The best question I got was “how do you select a board member,” and the converse is “why join a board.”

It starts with being clear about expectations.

1.      Are you aligned with the mission?

2.      Are you prepared to work, not just in a board meeting, but in the in-between time? Do you understand you are on a retainer, one that you fund with time, talent, and treasure?

3.      Do you understand the boundaries between the board and the organization's leadership and staff?

4.      That your role is to be an advisor with your experience, to hold the organization accountable to its mission, vision, values, management practices, budgets, strategy, and most importantly, measurable/visible impacts. Be nimble and understand the value of collaboration and scale with like-minded organizations.

5.      To practice Radar with the team, what is coming at us, and is it a threat or an opportunity? To have a crisis plan before one occurs.

6.      To be an ambassador for the mission and organization and be able to give a solid elevator speech when asked.

7.      To advocate when needed with public policy.

8.      To understand that change is a process and long-term sustainability is the key to driving long-term change.

9.      That the work is hard and that staff support, real support, not just words, allows the work to thrive.

10. Wear muddy boots, go into the field, volunteer, support, learn, and most importantly, ask questions. Does the strategy align with what you see?

If you can be comfortable with all 10 answers, and the candidate is clear on expectations, and the mission, vision, and values align, not just with words, but with actions, you have the makings of a solid board. No one said it is easy; the work is hard, and accountability is an absolute requirement for both staff and board. Be open to big ideas, new technology, new research, and opportunities for scale and collaboration.  

That said, the rewards of service far outweigh the cost.