Donna Willms
serves as the board chairperson for Kelowna Christian School in Kelowna, British Columbia, Canada. She is also a conference speaker and freelance writer with 15 years of experience, presenting on such topics as survival techniques every professional/parent needs to know about “sudden impact” guardianship and special needs education and advocacy.
As the man stood hesitating with his hands outstretched, he realized that the moment was at hand. The long days and nights of anticipation were over. The vows were exchanged and the contract signed. They were joined. He grasped the hem and lifted the veil.
Stunned! Uncomprehending! Betrayed! The one he had envisioned and dreamed of loving, working and worshiping beside evaporated before his shocked gaze. Another stood in her place!
The drama of Jacob, Rachel, and Leah has been played out with variations in many new boards. A poor recruitment process and inadequate orientation can leave a first-time board member feeling confused, misdirected, and even betrayed. An unfocused selection process and poorly researched candidates can leave a board frustrated and unhappy in a “marriage” to a Leah instead of the Rachel they expected.
Prenuptial Inventory: Board Evaluation
The seriousness with which a board member is recruited and selected is directly proportional to the seriousness with which a board member fulfills his or her role. (Andringa and Engstrom 1997, p. 117)
Prior to recruiting candidates, it is important to evaluate the characteristics of the present board and determine the degree of congruency between their strengths and the future needs of the organization. Assessing your board in relation to the organization’s tasks, challenges, and goals for the next three to five years will produce a more defined picture of the ideal candidate. Use the following criteria to evaluate each member of your current board:
- Demographics: age, gender, and cultural mix
- Leadership: experience on a board and in Christian, school, business, and local communities
- Occupational and vocational skill sets: in areas such as financial analysis, planning, policy making, personnel, legal, public relations, land/property development, business management, and fund-raising
- Participation: for example, shown as a team player and school volunteer, in board and committee meetings, and in his or her attendance record
- Passion: for the organization, its mission, and his or her role in it
- Resources: giver of, for example, personal finances, time, and contacts
- Role model: having, for example, spiritual maturity, a servant’s heart, a balanced lifestyle, and personal integrity
Though not exhaustive, this inventory will help identify the strengths, weaknesses, and possible gaps in your current board. After considering the needs identified in the evaluation, compile a candidate’s profile. Then prioritize each item on the basis of your organization’s requirements for the next three to five years.
The Dating Game: Selection and Recruitment
New board members are selected based on known criteria for the right mix of board members and are well oriented (both before and right after election). (Schimmer 2000, enabler notes c)
Finding and recruiting quality candidates who are willing to serve on a board is a struggle for most not-for-profit organizations. In Christian education, we must be committed to looking for leaders who are mature men and women of God and who live authentic, balanced, grace-filled lives of service. If you add to this description the required skill sets, the task of recruiting grows exponentially.
To recruit qualified board candidates, start by querying your own board and staff. Who better understands the structure, dynamics, and qualities necessary than those already involved? Having firsthand knowledge of prospective board members can also prevent poor matches and potential conflicts.
Next, solicit names of potential candidates from committees, volunteer/parent groups, financial donors, and alumni families. Approach several well-connected, qualified people who you suspect would not be available for board service but who could suggest prospective candidates. Once you have a slate of prospects that fits the priorities of your candidate’s profile, also consider the following:
- Ability to attend required board meetings and other specified school events
- Demonstrated interest, skill sets, and level of commitment
- Donor of record
- Family that is supportive of board service
- Opportunities before recruitment for involvement in groups such as ad hoc committees and task forces
- Past performance as a team player with a servant-leader’s heart
- Potential conflicts of interest
- Potential for a key leadership role on the board in the future
- Present demonstration of interest in and passion for the school and its mission
Once the list of prospective candidates has been condensed accordingly, decide which ones will be approached and in what order. Provide them with a board job description, a list of the desired skill sets (candidate’s profile), and an explanation of how they may fit these criteria.
If prospective candidates express interest, provide overviews of (1) the organization’s mission, history, and strategic plan; (2) board/committee involvement and expectations; and (3) staffing and facilities. Consider inviting prospective members to a board meeting, giving them an opportunity to assess their potential fit and ask questions.
While it is important to give prospective candidates time to consider prayerfully, be specific about the date you need to know their decision. Then be ready to follow up and solicit their completed nomination papers.
The Honeymoon: New Board Orientation
Once you start this (board orientation) tradition, you begin to perpetuate a model for responsible governance and effective board operations. (Andringa and Engstrom 1997, p. 122)
The ballots are in, and the votes counted. A new board emerges. The degree to which these board members understand their role and the organization’s mission will determine their effectiveness during their “marriage.” A well-constructed orientation can mean the difference between a cohesive, effectual, visionary board and a disgruntled group dogged by unresolved issues.
Board orientation is intended to prepare new members for their role and get everyone onto the “same page” as quickly as possible. A well-developed, focused orientation will habituate new members, further educate existing board members, and begin team building.
The orientation should take place prior to the first board meeting. The board chair and chief executive typically facilitate the orientation session. All board members should receive manuals. To be most effective, the orientation needs to include a review of the following topics and documents:
- Board and administrative calendar
- Board and administrative members with contact information
- Board member expectations, including, for example, attendance, committee participation, roles, and responsibilities
- Bylaws, policies, and code of conduct
- Educational and financial overview
- History of the organization
- Mission, vision, and core values of the organization
- Organizational chart: board, staff, and committees
- Strategic plan and status reports
- Template of typical board meeting
Careful review of the mission statement is fundamental to the orientation. All ensuing board discussion and decisions must be in harmony with the mission statement. In the words of Bruce Lockerbie, “How can you deliver your mission without knowing what your mission is?” (Young 1999, p. 17).
Use veteran society and staff members to convey both the excitement of the early years and a passion for Christian education. Take new members on a facilities tour, using the opportunity to discuss future growth opportunities.
A Marriage Made in Heaven: The Board God Uses
It has often been said that a good marriage does not just happen. The same is true for your board. For the successful selection of prospective board members, you must fully and honestly evaluate your current board first. Determining where your organization is headed will sharpen your vision for who can help get you there. And by taking intentional steps to recruit and orient your new board members, you will start this marriage off on a solid footing.
Reference List
Andringa, Robert C., and Ted W. Engstrom. 1997. Nonprofit board answer book: Practical guidelines for board members and chief executives. Washington, DC: National Center for Nonprofit Boards.
Schimmer, John. 2000. ACSI board governance enabler: Understanding the roles and responsibilities of Christian school board members. Colorado Springs, CO: Association of Christian Schools International.
Unveiling Board Selection and Orientation 6.4