Foreword

An advisory board can be one of the most valuable sources of strength and support for a nonprofit founder or leader. A group of people to turn to when a difficult decision needs another perspective, when expertise is needed, or when the journey feels particularly lonely. But a board is only as valuable as the people who make it up. The question, therefore, is not simply who can we get, but who do we genuinely need?

The starting point is to understand the organisation’s needs. What capabilities are missing? What capabilities will be needed as the organisation grows? What kind of diversity in the board should serve the organisation’s purpose? A board made up of people with similar backgrounds, networks and experiences can limit the questions being asked and the possibilities being considered.

This is why I believe board selection should begin with fit rather than profiles. The most impressive name is not necessarily the most suitable board member for your organisation. What matters is a combination of relevant experience, values and the willingness to engage. Lived experience and an understanding of the communities an organisation serves are just as important as professional expertise.

A relationship with a board member should begin before the appointment. Some of the strongest board relationships are built over time, through conversations, field visits, mentoring, or simply spending time understanding each other’s purpose and motivations. This period of getting to know one another allows both the organisation and the prospective member to ask an important question: is this the right fit for both of us?

Once someone joins, clarity matters. Board members should know why they have been invited, what they are expected to contribute and where their role begins and ends. While a board should challenge and guide the nonprofit leader, it should not try to run the organisation. The strongest relationships are built on trust, openness and an understanding of the different responsibilities and boundaries.

Finally, the board you need today may not be the board you need tomorrow. As organisations evolve, so do the capabilities and experience required around the table. Board renewal and succession should therefore be ongoing conversations to always keep the board relevant and effective.

Choosing the right board members is ultimately about bringing together people who care deeply about the same purpose, yet bring in different perspectives. The right board should not only support an organisation, but it should also make the organisation think harder, ask better questions and stay true to its purpose as it grows.