The Board Chair: How to Effectively Leverage the Partnership
Here are some valuable takeaways from our panel held on April 17, 2025. Special thank you to our speakers for sharing their insights.
Having term limits for Board Members is essential for effective governance. Terms limits also require that a strong succession plan be in place so that incoming board chairs have an effective onboarding period. Working alongside current officers and executive leadership will help ensure a smooth transition.
Putting parameters around the expectations of individual Board Members is essential to keeping members active and engaged. Tell potential new board members exactly what is expected of them, so they know what they are signing up for. Are they required to make a personal contribution each year? Are they required to fundraise or bring in a sponsor or reach a financial commitment? Are they comfortable opening connections in their personal networks?
Be strategic about who you put on your board and use their strengths and connections in the community. Your board should be diverse not only across race and gender, but members should also come from different networks and spheres of influence. Utilizing a matrix with identified expertise, personal attributes, networks, industry, etc. can help to facilitate this process. Organizations need to be intentional and thoughtful about board composition.
Have a strong onboarding program for new Board members. Pair them with an existing member as a mentor for the first year that can give them an education on the history and vision of the organization and encourage them to explore which committee(s) could benefit from their skills and knowledge.
Ask board members to create personal accountability plans each year and share those with the Board Chair. Review the progress towards these goals together at quarterly one on one meetings. This will help to ensure everyone’s active participation. It also helps to allow board members to identify how they could be most helpful.
Make sure your board meetings are interactive. Don’t talk AT your board, create opportunities for open discussion. Create a structure where board members can share the things they are working on and areas that others can help.
Successful boards often get the majority of work done though committees. The Board Chair has a stake in the success of these committees and should either attend committee meetings or regularly converse with the committee chair so that progress and roadblocks can be discussed.
The relationship with your Board Chair and the nonprofit’s CEO is very important. Effective rapport is built by spending time together. Regular check-ins should be scheduled so that the two leaders build trust and a common understanding of their roles.
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