Serving on a board is an honor and a responsibility. That is true whether you are on the board of an international corporation or a local nonprofit organization. You are responsible for governance, the financial health of the organization, and more. You may be treated well with board meetings that include lobster, snacks, and live music, but don’t be fooled – being on a board is all about business. And being in a board leadership role is serious business.
We want to help you assess whether or not you are doing your job as a board leader. This refers to those who serve as the board chair, or chair of one of the board’s committees, such as finance, development, nominating, programs, or audit. We want you to be in the best position to help advance the nonprofit organization or institution you are committed to. This is more important than ever.
First, as a board leader and member, you need to know the organization’s or institution’s mission, vision, and values inside out. You need to know the current strategic directions, financial position, and programming status. You can gain this information from the president, CEO, or executive director. You want to work closely with this individual to ensure you are aware of the current activities and that you are kept apprised of potential upcoming opportunities and/or challenges. But don’t look for staff leadership to run the board. That is your role!
The board meeting should not be a time when members listen to staff reports: those should be shared in advance. You want time for members to openly discuss important items, including the organization’s or institution’s financial health. Due to changes in the political and economic environment, reliable funding sources are becoming less reliable, and nonprofits are finding themselves in jeopardy, or soon to be so. Board leaders need to work closely with the nonprofit’s development team, finance team, and executive director to review current and projected financials and be aware of what is going on. When there are “problems,” it will usually be the CEO or development/fundraising person who will take the fall. Don’t let that happen.
Step up. Make sure each board member understands the fundraising goals, mission, and priorities, and that each is committed, giving, soliciting, and engaged. As a board, all should be committed to giving and/or raising a percentage of the annual budget. As leaders, you need to ensure each member is capable of making the case and is comfortable asking others for financial support. You need 100% board giving, and that giving should be at a level that is meaningful given their financial situation. The board should ensure that staff leadership has a succession plan in place, as well as a temporary operating plan should there be an emergency or a sudden reduction in funding. Evaluate your work as a board and how you can support staff, either proactively or in case of an emergency. These are not normal times. God protect America.
Board resources: The Board Pro and BoardSource.
© 2025 Mel and Pearl Shaw, authors of “Prerequisites for Fundraising Success.” We provide fundraising counsel to higher education, nonprofits, and philanthropy. Video conferencing always available. Visit www.saadandshaw.com.
