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In a recent life, I taught a...
0%First-Year Experience course
0%Management and Leadership in the Nonprofit Sector course
0%Youth Development course
0%Nonprofit Finance course
A bit of a side note: I love games, especially video games and I can be (am) slightly competitive!
What I've learned as a CEO that I didn't take in or take advantage of in other leadership roles is the opportunity to truly self-evaluate. In fact, I feel, there's something ... liberating about self-reflection that I've only recently begun to appreciate.
I know this doesn't seem connected to the topic but trust me.
How did I arrive here you ask? Thank you for opening that door. I was given the opportunity to engage in a bit of a "fire-side" chat with other nonprofit leaders including individuals who serve on boards; thank you, New Commonwealth Racial Equity & Social Justice Fund. As someone who has taught the class, there wasn't much I hadn't heard but as I have said before, so much of being a CEO and starting an organization just is not textbook. As I sat and listened to the experiences of others, I had an epiphany! I needed to spend some time focusing on my board and its development in whole but also the individuals that make it whole. What felt like enlightenment in that moment felt like an endless list of "things to do" when I got back to my desk, and it started with reconnecting with my board... one by one.
There is no denying or way around the fact that a leader will lead; it doesn't matter what you put in front of them, they will figure it out. But it is also hard to ignore that some leaders find it challenging to tap into resources and ask for help which I would attribute to a fear of being seen as incapable to lead - what a tangled web we weave. However, what lies at the heart of a successful nonprofit organization, usually, is a bit more than the CEO, a noble cause or dedicated volunteers - a crucial piece of the puzzle is often overlooked, yet invaluable. Yup... the board. Some of the most common types of boards are: (1) Board of Directors, (2) Advisory Board, (3) Fundraising Board, (4) Working Board, and (5) Governance Board. Understanding the types and the roles are important to deciding if you should serve on a board and/or what kind of board you're creating.
Although boards are necessary to start nonprofit organizations, board creation and development is more than just filling seats; it's about fostering a dynamic team equipped with the skills and passion necessary to drive impact. By actively seeking individuals with diverse backgrounds and expertise, nonprofits gain a strategic advantage. Imagine the wealth of knowledge unleashed when seasoned professionals and fresh perspectives converge to tackle complex challenges. This amalgamation of skills forms the bedrock of innovative solutions and sustainable growth.
The true power of board development lies in its ability to amplify impact. At the heart of effective board development lies strategic planning and oversight. Board members play a critical role in setting goals, monitoring progress, and ensuring organizational accountability. By aligning strategies with the nonprofit's mission and vision, the board becomes a strategic partner in driving sustainable growth. Moreover, robust oversight mechanisms foster transparency and ethical decision-making, safeguarding the organization's integrity and fostering trust among stakeholders.
Even with all my experience in the nonprofit sector, somewhere along the road of start-up, covering shifts, grant writing, hiring, and being IT, I lost track of the importance of board development but also the development of board members. Through mentorship, training, and leadership opportunities, board members not only contribute actively to the organization but also develop personally and professionally. Investing in board development cultivates a pipeline of visionary leaders who are deeply invested in the organization's success. These leaders, in turn, inspire a culture of excellence and resilience that propels the nonprofit forward even in the face of adversity. Even with this kind of awareness, I had to admit that I hadn't been the best president, so by default, I hadn't been the best leader. At some point on the calls, I felt a bit like Jim Carrey in Liar Liar when he "mistakenly" admits to being a bad father - it's a stretch but it definitely came to mind. As an organization we're checking the boxes, but as an educator, I have lost sight of the importance of development and the realization that board development is not just a box to tick on the organizational to-do list; it is the cornerstone of a thriving nonprofit.
Since you've made it this far, I have a confession: I've never served on a board before and I must admit, being the president of a board is one of the hardest things I've done in my career in the nonprofit sector. At this point, you're either shocked in a good way, maybe a little enlightened, or feel a bit bamboozled; if you leave a comment, I'll know either way.
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