How to be an effective non-profit board member

1. Paul D. Casey
Best Boards

2. Paul D. Casey
&Wife Laura
Cheyenne
Austin

3. Paul D. Casey
Choosing Board Members
Orienting Board Members
Expectations of Board Members
Evaluating Board Members
Effective Board Meetings
3 Top Responsibilities
Avoiding Board Woes

4. Choosing Board Members
● Proven
Performance
● Commitment
● Time to Serve
● Understanding
of Teamwork
● Sound Judgment & Integrity
● Communication/
Teaching Skills
● Ability to Subordinate
Special Interests
● Strategic Thinking

5. Industry/
Geographic
Area
Gender
?
Balancing the Board
“Date Before Proposing”

6. https://www.youtube.com/watch?v=3Z6CyxdOsnw

7. Rating Form/Checklist:

8. Orienting Board Members
● Mission/Vision/
Values of the Org
● By-laws ● Policies
● Budget
● Code of Conduct/
Expectations/Job
● Committee Descriptions
● Calendar: Main Events
& Meetings
● Current Strategic Plan
● Current Board Roster
● Minutes

9. People should leave
a meeting tired
because they have
really weighed in and
engaged in discussion,
and now have clarity
about what they need
to go out and do.
I will be on time and
attend each regularly-
scheduled meeting.
1.
2.
3.
I will prepare for each
meeting.
I will participate fully
in every meeting.
Expectations of
Board Members

10. People should leave
a meeting tired
because they have
really weighed in and
engaged in discussion,
and now have clarity
about what they need
to go out and do.
• I will help my chair person stay
on track with the agenda.
• I will seek for win-win solutions
to issues.
• I will push back respectfully when
I disagree or need clarification.
• I will follow policies/guidelines
/mission/vision/values
of the org in
decision-making.
Expectations of
Board Members

11. People should leave
a meeting tired
because they have
really weighed in and
engaged in discussion,
and now have clarity
about what they need
to go out and do.
I will keep
confidentiality.4.
Speak as a board member
(based on the decision that
was made)
Avoid speaking as individual
(Speak as a united front)
Refer people with
issues appropriately
(avoid gossip)
Expectations of
Board Members

12. Tips for Great Board Members
1. Reviews the Board
Member Expectations.
2. Does homework between meetings.
3. Assumes their position with an open
mind and a spirit of compromise.
4. Accepts the majority decision graciously.
5. Meets with ED at least annually.

13. Tips for Great Board Members
6. Give appropriate “heads-ups”.
7. Stay connected with the staff/activities.
8. Stay strategically engaged, but
operationally distant.
9. Always keep the constituents’ best
interest in mind.
10. Make it fun, and enjoy your role.
Bonus: Contribute!

14. Tips for Chair Persons
1. Keep your saw sharp.
2. Learn the extent of your role.
3. Plan your agenda at least a week in advance.
4. Start your meetings on time.
5. Consider time-dating the agenda.
6. Make sure action items are captured
in the minutes.
7. Orient new team members.

15. 8. Consider the impact of any
team decisions on the staff.
9. Use Robert’s Rules of Order for
decision-making.
10. Follow-up with team members who
have been absent.
Tips for Chair Persons

16. It’s the chair’s job to correct/align
individual board members when they
violate board expectations. The Chair’s
main role is to help get the most out of
board members, or if need be, lead the
effort to rid the Board of non-
productive members.
Tips for Chair Persons

17. Do I understand/support the mission of the org?
Am I knowledgeable about the org’s
programs/services?
Do I follow trends/important developments
related to this org?
Do I assist with fundraising and/or give a
significant annual gift to the org?
Evaluating Board Members

18. 5
Dysfunctions
Of a Team

19. Effective
Board
Meetings

20. https://www.youtube.com/w
atch?v=K7agjXFFQJU

21. Effective Board Meetings
The best meetings have 3 elements:
 I know why I’m there.
 My participation is valued.
 Agreements are understood, referred to, and
committed to.

22. Effective Board Meetings
 Evaluate your Board Meetings Quarterly
 The agenda was clear…
 All members were prepared to discuss…
 Reports were clear…
 We avoided getting into management details.
 A diversity of opinions were expressed…
 The Chair guided the meeting effectively…

23. Effective Board Meetings
 Do I find serving on the board to be a
satisfying and rewarding experience?
 Have I read and do I understand the org’s
goals/objectives for the current year?
 My skills/knowledge are well-utilized by
this board or one of its committees?

24. Set meeting ground rules in advance
HONOR
 No rolling eyes
 No inattentiveness
 No “background” conversations
 No side conversations or cross-talk
 No interrupting the speaker
 No electronic devices

25. Key Decision Filters for Strategic Initiatives
1. What is the desired outcome? How will success
be measured?
2. Will this outcome fulfill and align with the org’s
mission, vision and values?
3. Is this the right time?
4. Do we have leadership, personnel, finances and
resources for this action?
5. Is this a proactive action that will potentially
help us grow, or is it simply a reactive measure?
If the latter, is that appropriate under the
circumstances?

26. Communications Plan Checklist
Who needs to know and when?
1. List all the groups that need to know the
decision.
2. Indicate the order in which they need to be told.
3. Put the date they will be told next to the group.
4. Indicate the leader responsible for crafting the
communique and to whom they will give it.

27. 3 Top
Responsibilities

28. Financial Stewardship
of the Organization
 Be able to understand the budget and how
it is developed.
 Be able to understand the financial reports
discussed by the treasurer. Assure an
outside annual review or audit.
 Assure long-term sustainability of the
organization.
1.

29. Strategic Planning for the Future
Growth and Health of the Organization
 Mission, vision, and values
 SWOT Analysis
 Annual thematic goal with about 3
objectives
 SMART strategic actions
 A culture of accountability
2.

30. Evaluation of the Executive
Director/CEO of the Organization
• Overall organizational performance
• Community leadership
• Organizational skills and HR
• Financial sustainability and mission impact
• Board of directors
• Miscellaneous
(specific to your mission or the position)
• Suggestions for professional development for
the ED for the year ahead
3.

31. Evaluation of the Executive
Director/CEO of the Organization
Succession Planning
• Assure a duty handbook is completed this
year. (all major duties and how)
• Assure the ED is training his/her potential
replacement systematically.
3.

32. Avoiding
Board
Woes

33. Avoiding Board Woes
• Not being prepared.
• Not showing up.
• Disunity/gossip outside of meetings.
• Not evaluating/measuring the most
important metrics of success.
• Going off-mission.
• Micromanaging the ED/CEO.
• Not staying relevant.
• Not team-building, learning, and
celebrating within the board team.

34. Website: paulcasey.org Facebook: Growing Forward Services
Linkedin: Paul D. Casey Twitter: @growingfwd
HOW TO CONNECT WITH PAUL
E-Mail: growingforward@paulcasey.org