Board Succession and Capacity Building in the Not-for-Profit
Building and renewing a strong board is an ongoing necessity. This session focuses on planning for board succession, systematically refreshing membership, and enhancing board capacity through targeted recruitment and development.
The 7 Steps of Board Renewal
Assess Needs & Performance
Evaluate current board composition and performance using tools like self-assessments. Identify expertise needed to support strategic goals.
Create/Update Skills Profile
Develop or refresh a board composition matrix listing desired competencies, demographics, and attributes against current members to highlight gaps.
Systematic Recruitment
Treat recruitment as a continuous process, not an ad-hoc scramble. Cast a wide net beyond immediate circles.
Engage & Vet Candidates
Conduct interviews to discuss mutual expectations, provide candidate packets, and potentially invite prospects to observe meetings.
Election & Onboarding
Formally elect new directors per bylaws. Immediately begin onboarding, including introductions and committee assignments.
Develop & Involve Members
Focus on building capacity and retaining members. Provide mentors, assign meaningful committee work, and offer ongoing training.
Evaluate & Cycle Back
Conduct exit interviews with departing members to gather feedback for improvement. Use insights to refine needs assessment.
This systematic approach ensures planned succession, bringing fresh ideas while maintaining stability for strong, responsive governance.
Skills Profiling Process
Identify Relevant Skills/Attributes
List competencies (finance, legal, fundraising, marketing, HR, tech, etc.), demographics (gender, age, ethnicity, geography), stakeholder representation (beneficiary perspective), and desired traits (strategic thinker, relevant lived experience).
Assess Current Board Composition
Use a matrix to map current members against the identified skills/attributes. Note coverage and gaps (e.g., "strong finance, lacks IT expertise," "good gender balance, lacks youth representation").
Prioritize Gaps
Determine the 2-3 most critical gaps to fill based on strategic needs.
Use Profile in Recruitment
Articulate specific needs when approaching candidates, showing the invitation is strategic and their contribution valued.
Keep Profile Updated
Revisit the matrix annually and whenever membership changes. Priorities will shift as gaps are filled.
Beyond Skills – Character & Culture Fit
Assess soft skills, commitment, passion for the mission, and ability to collaborate alongside technical expertise.
Diligent skills profiling leads to targeted, strategic recruitment, strengthening governance, fundraising, and networks by ensuring the board has the necessary competencies.
Systematic Board Renewal
Term Limits
Implement and enforce term limits (e.g., two 3-year terms) with staggered expirations to ensure regular turnover, fresh perspectives, and a graceful exit mechanism. Plan transitions well in advance.
Leadership Succession Planning
Develop a plan for Chair and officer succession, identifying and grooming potential leaders (e.g., Chair-Elect) to avoid last-minute scrambles. Consider officer term limits.
Governance Committee Workplan
Institutionalize renewal tasks (matrix updates, recruitment stages, training) into the committee's annual calendar.
Vacancy & Removal Policies
Have clear procedures for filling unexpected vacancies and, if necessary, removing inactive or non-compliant members.
Diversity & Inclusion Goals
Embed diversity objectives into each recruitment cycle to ensure the board reflects its community and benefits from varied perspectives. Foster an inclusive culture.
Board Evaluation Link
Use board performance evaluations to identify skill gaps or engagement issues, informing recruitment priorities and renewal decisions.
Emerging Leader Development
Cultivate a pipeline through board fellow programs or by nurturing promising committee volunteers for future board roles.
Treating board composition as a continuous strategic priority ensures the right mix of talent and prevents leadership vacuums or stagnation.
Recruitment of Not-for-Profit Board Members
Define Value Proposition
Articulate both the nonprofit's needs and the benefits of service (impact, networking, experience) to attract talented individuals. Treat prospects like valued donors.
Use Connections Wisely
Leverage personal referrals with specific criteria, but vet candidates for skills and commitment, avoiding pure cronyism. Manage conflicts of interest.
Leverage External Resources
Post opportunities on volunteer platforms, nonprofit networks (e.g., BoardMatch, LinkedIn Volunteer Marketplace), and community leadership programs to reach diverse candidates.
Transparent Process
Use standard application forms, conduct structured interviews, and provide clear invitation letters outlining expectations.
Recruiting for Specific Roles
Be upfront if recruiting for a specific need (e.g., Treasurer), ensuring the candidate also understands general board duties.
Inclusivity in Recruitment
Ensure the process is welcoming and accessible. Demystify board service for those without prior experience, emphasizing orientation and support.
Proactive, strategic recruitment builds relationships and attracts passionate, qualified individuals essential for effective governance.
Pre-Orientation (Before/As the Term Begins)
Orientation Packet
Provide a comprehensive digital or physical manual including history, mission, strategic plan, bylaws, policies, board/staff list, meeting schedule, committee details, recent minutes, and financials.
Formal Orientation Session
Host a dedicated session (individual or group) covering:
- Mission & Programs: Deep dive into the organization's work and impact.
- Roles & Responsibilities: Clarify fiduciary duties, time/fundraising expectations, confidentiality, and conflict of interest policy (signed).
- Financial Overview: Explain the budget, financial statements, and key metrics.
- Governance Procedures: Review meeting protocols, communication tools, and committee sign-ups.
Q&A & Informal Time
Allow candid questions and foster connections with existing board/staff members.
Mentor Assignment
Pair new members with experienced "buddies" for guidance and support.
Site Visits
Arrange tours or program observations to connect new members directly with the mission.
Post-Orientation (First Few Months of Board Service)
Staggered Information Delivery
Pace the delivery of complex information or advanced training over the first year to avoid overwhelm.
Check-ins
Have the Board Chair or Governance Chair check in after a few months to address questions and gauge integration.
Engage Quickly in Meaningful Activities
Assign new members to active committees or tasks relevant to their skills early on to foster commitment and impact.
Invite Feedback on Orientation
Ask recent joiners for input on improving the onboarding process.
Effective orientation is an integration process, ensuring new members become active contributors quickly, maximizing their value during their term.
Professional Development (Buy, Build or Rent?)
Buy
Recruit new board members who already possess the required skills or expertise
Build
Develop the skills of current board members through training and coaching
Rent
Engage external expertise temporarily through consultants or advisors
Address board competency needs using a strategic mix of approaches:
Buy: Recruit new board members who already possess the required skills or expertise (e.g., bringing on a CPA for financial oversight). Fills gaps quickly but candidates may be in high demand.
Build: Develop the skills of current board members through training, workshops, retreats, coaching, or sending them to external programs. Strengthens overall capacity but takes time and may not suffice for highly technical needs.
Rent: Engage external expertise temporarily through consultants, advisors, or non-board committee members (e.g., hiring legal counsel for specific advice, forming a community advisory group). Offers flexibility for niche or short-term needs but lacks voting power and potentially deep commitment.
Effective boards typically use a combination: buying for core, ongoing needs; building general governance skills and knowledge; and renting for specialized or temporary expertise. Link development needs to board evaluation results. Be intentional about acquiring the capacity needed for robust oversight and strategic guidance.
Nonprofit Board Governance Guide
This comprehensive guide breaks down nonprofit governance into eight essential sections.
Whether you're new to board service or a seasoned leader, you'll find valuable insights.
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