Tips for better nonprofit board member orientations
By Eric Westover
Board orientation is the first and often most lasting impression on volunteer leaders. A quality orientation builds effective directors who understand governance and leadership. Orientation, also called the “board retreat,” is the time and place to arm volunteers with the information necessary to be good leaders.
- Keep it tight – About two and a half hours is ideal for presenting organizational specifics, board roles and to answer questions, although more complex organizations may require more time or a multi-day retreat. Attention spans and comfort diminish after a few hours. A morning session generally has more focus and energy.
- Own the process – The orientation process should be a priority skill of the organization’s executive director. Avoid throwing it together at the last minute. Develop an orientation you can use annually.
- More (people) is better – Make attendance mandatory. Plan an orientation to which you can include committee chairs, prospective leaders and key persons.
- Use current affairs – With media examples of boardroom melt-downs, the influence of Sarbanes Oxley and new IRS expectations, there are a host of issues to discuss with directors for awareness and understanding.
- Invite an expert – Don’t go solo. Invite an attorney, accountant, insurance agent or a seasoned CEO to supplement your orientation with expert advice.
- Provide a manual – If “knowledge is power,” your organization’s board book or leadership manual is key to understand responsibilities. Include sections on governance, strategic plan, finances, and organizational charts at a minimum.
- Include duties – It is a mistake to tell volunteers about the organization and neglect to inform them of duties. Review job descriptions in the bylaws, distribute a conflict of interest statement and discuss board policies and culture, such as starting meetings on time and speaking for the organization.
- It’s a business – Some directors think of charity and volunteerism, uncertain how business principles apply in a nonprofit organization. Encourage the application of their business skills, reminding directors that the “nonprofit” is a tax designation, not a business model.
- Segue to future thinking - Transition from present to future by transitioning attention to the strategic plan and goals.
- End on a positive note – Conclude with a challenge to serve as a Perfect Board and a realization that members and stakeholders are expecting results from the board of directors.
A good orientation process will improve governance, enhance outcomes, and attract future leaders.
Eric Westover is chairman of Not4Profit Planning Services and founder of UpperEx National Outreach Coalition. You may contact him at eric@not4profitplanning.com or visit his web site at www.not4profitplanning.com for free management resources
