This document provides guidance on successfully working with boards. It discusses defining success from the perspective of the board and organization, understanding what board members want, being strategic in planning, outlining the roles and responsibilities of board members, choosing board members strategically based on skills and diversity, evaluating board performance, and maintaining passion in board service. Effective communication, clear expectations, appreciation, and finding opportunities for quality time and laughter are emphasized as important factors for successful board relationships.

1. BOARDS….WORKING WITH THEM
SUCCESSFULLY
Joy Hunter Chaillou
Joy.chaillou@ustrust.com
646-855-0783

2. Disclaimer
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3. Defining a successful relationship
If you want to be in a successful relationship, there are a number of things that you should do.
Love yourself - In order to have a successful relationship, you must first love yourself. It is important to have self
confidence and truly be secure with yourself or you will not be secure in your relationship.
Communicate - You can't build a strong relationship if you don't know anything about the other person. It is
essential to be willing to be completely open and honest and express how you feel to the other person.
Quality Time - It is important to prioritize your relationship, and make time for your loved one, even when things
are hectic and busy. If you don't spend enough quality time with your board members, the relationship is bound to
fail.
Friendship - Most successful, lasting relationships evolve from a close friendship.
Trust - It is essential to trust your board members, and not be suspicious of them, without trust the relationship
will go nowhere.
Source: Datehookup.com
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4. Tips & Resources: Actions to avoid
On the other hand, in order to have a successful, fulfilling relationship, there are some things that you should
never do Some actions may make your board member want to run for the door and not look back.
Don't Be Clingy - have independence, you don't want to call too often, or smother the other person
Coming On Too Strong - If you are too flirty or seem to aggressive at first, chances are the relationship won't work,
you need to take your time, and ease into things.
Playing Games - Games and relationships don't mix, if you play games there will be no trust in your relationship,
therefore it probably won't be successful. You should have nothing to hide.
Over Texting – Texting someone a bunch of times to tell them you had a good time or your date, or sending
random smiley faces can be really annoying, and should be off limits, only text important information, for example
you are going to be late for your date.
Source: Datehookup.com
For institutional use only. Distribution to any other audience is prohibited.
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5. DEFINING SUCCESS…DO YOU KNOW WHAT YOU WANT?
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6. Defining Success
Financial support
Time commitment
Collaborative partners
Supportive champions
Door openers - Facilitating introductions
Provide strategic direction
Preserve the mission
Abide by state laws and protect the reputation with sound governance practices
Ultimately supporting your efforts to build content, capital, capacity and community
What else?............
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7. KNOW WHAT THEY WANT?
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8. Do you know who they are and what they want?
Why did they decide to volunteer for your organization?
Is there a personal connection?
Is there passion and emotional connection to your mission and impact?
Is it for professional development?
What was the value he/she thought they could bring to the table?
Did they feel like they wanted to have an impact and implement change?
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9. BE STRATEGIC – DO YOU HAVE A PLAN?
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10. Involve the Board in your planning
Board cultivation and collaboration plan
Strategic development planning
Task force work
Brainstorming
What else…………..
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11. BOARD MEMBER – THE JOB
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12. Legal responsibilities
Duty of Care
The duty of care describes the level of competence that is expected of a board member,
A board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the
organization.
Duty of Loyalty
The duty of loyalty is a standard of faithfulness;
A board member must give undivided allegiance when making decisions affecting the organization. - never use
information obtained as a member for personal gain
Must always act in the best interests of the organization.
Duty of Obedience
The duty of obedience requires board members to be faithful to the organization's mission. They are not permitted
to act in a way that is inconsistent with the central goals of the organization. A basis for this rule lies in the
public's trust that the organization will manage donated funds to fulfill the organization's mission.
References : Bruce R. Hopkins, Legal Responsibilities of Nonprofit Boards (BoardSource 2003)
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13. Fiduciary responsibilities
Fiduciary duties of a Nonprofit Board Member
Protect public interest
Fulfill legal requirements
Maintain legal documents, policies, and bylaws
Maintain integrity of the organization – avoid conflicts of interest
Ensure effective leadership –
– Select and evaluate the President or Executive Director
– Select and recruit board members & officers
Source: BoardSource
For institutional use only. Distribution to any other audience is prohibited.
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14. Strategic responsibilities
Strategic duties of a Nonprofit Board Member
Ensure that the Organization’s mission is being fulfilled
Define, re-examine and re-define the organization’s mission and purpose
Review the long- and short-term organizational strategic plan – set priorities
Approve policies and major financial commitments
Ensure periodic evaluation of the performance of each program
– Evaluating whether programs, services and activities still help accomplish set goals
– Asking questions – In this competitive environment, are we offering the highest quality most
effective programs and services to meet our mission related goals?
– Reviewing progress and methods used for measuring success and impact
Source: BoardSource
For institutional use only. Distribution to any other audience is prohibited.
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15. Financial responsibilities
Financial duties of a Nonprofit Board Member
Ensure the viability of the organization over time
Ensure adequate funding resources are available in order to sustain the organization and its
programs
Oversee the financial operations through budget review
Draft and implement sound investment policies
Create policies that authorize and enforce accepted accounting procedures
Source: BoardSource
For institutional use only. Distribution to any other audience is prohibited.
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16. Size matters
Age of the organization Nature and geographic scope
–Mission
–Activities Funding needs Larger boards
–Wide range of perspectives and expertise
–Can be unwieldy
–May delegate too much responsibility to committees Smaller board
–More active participation
–Can lack range of knowledge and experience needed
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17. Choosing members strategically
Diversity
Financial skills
– Budgeting and financial management
– Investing
Experience
– Organization’s programs
– Personnel
– Fundraising
– Public relations
– Marketing
– Governance
– Advocacy
– Leadership
Organizational skills
Passion, commitment and emotional connection!
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18. Other governing options for larger boards
Members with primary functions other than governance
– Celebrity board members
– “Society” board members
– Community leaders
Bifurcated boards
– Members designated as “governing” or “non-governing”
– Not allowed in all states
– Allowed in states that have adopted the Revised Model Nonprofit Corporation Act
Advisory boards
Executive committees
Secure legal guidance
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19. BOARD MEMBER – THE INDIVIDUAL, THE
PROFESSIONAL, THE COMMUNITY MEMBER
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20. Orientation and On-boarding
Setting clear expectations
Roles and Responsibilities
Term limits
Financial commitment
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21. Developing the relationship
Acquisition
Cultivation
Stewardship
What’s your process? ……..
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22. Providing them with tools and information
Have you enabled your board?
Can they articulate your case for support?
What about impact – Statements and Goals?
– Can your board articulate the impact your organization has on the community?
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23. It’s all about passion
Why are they sitting in those seats every month?
What is the motivation for their commitment?
Have you helped your board think through articulating their personal passion statement?
Emotional connection is the key
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24. SUPPORTING THE CASE FOR CHANGE
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25. Evaluation
Board self assessment
Board meeting evaluations
Board diversification exercise
Honest and open conversations Facilitated retreat or workshop
Exit interviews
One on one discussions
– What is the legacy the board wants to leave?
– What is their vision of the impact they can have individually and collectively?
– What is the chairwoman/man’s vision
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26. IN STRIVING FOR SUCCESSFUL OUTCOMES, WE ONLY
HAVE CONTROL OVER OUR ACTIONS AND REACTIONS…
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27. A few last thoughts
Do not expect anyone to be responsible for your success
Make and keep clear agreements
Use communication to establish a common ground to understand different points of view
Create a mutually, collaborative agreements or plans
Approach your relationships as learning experiences
Review expectations. Try to be as clear as you can about any expectations
Be appreciative
Spend some quality time together.
Laugh!
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