In my last post, a CEO shared a story about setting expectations for prospective board members and then reminding them yearly. She noted that when she started her position as CEO, she met with every person on her board. I applaud that she did this. I recommend that every new CEO take the time to meet with every board member and then stay connected in subsequent years.
I also recommend that the Board Chair meets with board members yearly if possible. If the board is large, then the Board Chair, the Chair Elect (Vice Chair), and the CEO might split up board members, each meeting with a subset. That way, every board member will have a one-on-one check in.
Connections Build Trust
Connecting with board members annually has many benefits: You hear how the board member feels about the organization. You discover if the board member has concerns about how the board and board meetings are run. You learn if the board member wants to move into leadership. Most importantly, if you listen well and respond to each board member’s ideas and concerns, you will build trust. Trusting relationships amongst board members is essential when a board or an organization faces big challenges or transitions. Having personal connections from one-on-one meetings helps create a safe environment, where all board members can share their thoughts, ideas, and concerns.
Some organizations use this annual meeting to do a fundraising ask; others have board members fill out needed forms: allowing electronic communication, updating contact information, signing their conflict of interest form. I prefer to use my one-on-ones with other board members as a time to build rapport. I like to find out how they are feeling about the board, their committee assignments, and the organization. I prefer to have administrative items such as filling out forms or updating information done via email or at the beginning or end of a board meeting. I also prefer to have the fundraising ask separate from the one-on-one meeting. Someone on the board can make an ask of the entire board at a board meeting, where the importance of this support is explained. If the organization wants to make a specific ask of a board member, this can be arranged with the Development Director, CEO, and Board Chair.
Suggested Questions for a New Chair, CEO, or Board Member
Here are some suggested questions to ask at these meetings. Of course, they should be prioritized and modified based on your situation.
If you, as Board Chair or CEO, are new to the board or organization and do not know the board members very well, take the time to learn more about them – but also share about yourself. These are also excellent questions to ask new board members, so you can get to know them better:
- Why did you join the board?
- What makes you passionate about our mission?
- What other things are you passionate about?
- What motivates you?
- What is your superpower?
Be willing to share personal things about your life so they feel comfortable sharing as well – this is how you build connection and trust. These items can be separate from the mission – your pets, children, hobbies, etc. I bonded with one board member around gardening, another because we were both knitters, a third because we like bicycling. Once you have these connections, you will always have something to talk about with that individual. I also live in a region where most people have moved from somewhere else, so I often ask people how long they have lived in the area and what brought them here. If they were born here, I ask what changes they have seen.
Suggested Questions for Annual One-on-One
Here are some ideas of questions for all board members – obviously, you won’t have time to ask all of them, so prioritize based on your situation. These questions assume that you already have a connection with the board member. I always start my meeting with a question about that – How are you kids? Have you started your garden yet?
- Do you feel the board is functioning well? What could we do better?
- Are you happy with your committee assignments? If not, what would you prefer?
- Do you feel that you’ve contributed meaningfully (e.g. time, talent, treasure) to the organization, and if not, how else would you like to contribute?
- Do you remain as committed today to the organization’s mission as when you first joined the board? Why or why not?
- Do you have any concerns about the direction the organization is going? How do you envision the near and longer term future of the organization?
- Do you have any concerns about the fiscal management of the organization?
- Are you interested in a leadership role – perhaps as a committee chair? (Don’t make any promises – just say you will share this information with the Board Development Committee.)
- What are your personal goals for serving on the board?
- Do you feel you need any training to fulfill your role as a board member e.g., about the nonprofit sector, nonprofit finances, fundraising, governance?
- Are you aware of the organization’s expectations of board members and can you continue to meet them? Attend meetings, join a committee, give a personal gift?
- What connections do you have that can help the organization – for fundraising? For other partnerships? For other board or committee members.