Finding the Right Board Prospects

The first step in finding a new board member is to take stock of existing resources. A board development or nominating committee can identify the skills, abilities, and diversity of the existing board and determine what new resources are needed to advance the organization’s mission and vision, and thus embrace its strategic initiatives and community engagement goals. In addition to the underlying need for board members to provide connections to cognitive and financial resources in support of the organization, what other areas need to be addressed? What experiences and accomplishments serving on other nonprofit boards should prospects have and how might that add value? Or do systemic barriers need to be removed to ensure an inclusive board that more effectively represents underserved or underrepresented areas of the community in which the organization exists? Some use a survey and a chart that considers its existing board by demographics and expertise, giving a view of what is missing from the mix of personal and professional connections, community and organizational commitments, and capacity to support organizational purpose and programs.

Many other questions may also need to be explored by the board development or nominating committee.  Are there people in the existing audience or donor base who have a passion for the organization and its impacts? Do they share values in how the organization, audiences, and community interact with and value one another? Is there a corporate entity that is interested in having a close affiliation? Keeping all these in mind could uncover a dynamic board prospect who is aligned with the mission, vision, and values as well as the overall policy, governance, and community ambassadorship needed for the organization. Better to have a small, fully functional board than an ineffective, large one. Ultimately, recruiting board volunteers can be thought of in the same way as recruiting high impact employees - what time, talent, and treasure do they bring to the table? Do they have the connection, commitment, and capacity to make a difference? In these examples, treasure and capacity go far beyond the financial to areas of cultural and socioeconomic diversity, community and professional knowledge, and any number of additional areas defined as critical for the organization and the community it serves.

Once a thoroughly reviewed pool of prospects is found, those closest to the prospect will need to cultivate their interest. If there are no close connections, then an authentic, relational approach is needed. Discussions with artistic and executive leadership must occur to ensure all parties are ready for a fruitful working relationship. Cultivation tools may include inviting prospects to special behind-the-scenes events with artists, lunches or private meetings with artistic and administrative leaders, or attending a performance or exhibition opening with existing board members. The prospective board member must also receive full disclosure of any major issues that will impact the board and organization, including its programs, financial position, schedule of meetings, board member roles and responsibilities, and any other significant challenges ahead. Confidentiality of sensitive information is critical as these prospects have not yet been elected to the board. Exploring a board prospect’s interest while sharing organizational information is a delicate balance. The result should allow the nominating committee to confidently report to the board that a prospect is ready, willing, capable, and excited to serve.

Finally, it is time to recruit the prospect by asking them to serve on the board. This occurs after the nominating committee has made its recommendation to the full board, and the board concurs that a prospect adds new and diverse perspectives that are needed. The prospect must feel comfortable with the decision to join, and the organization must know that the prospect is fully committed. Typically, the primary board member who guided the cultivation process works in tandem with the board chair and executive leadership to formally invite the prospect to join.