8 Steps to Retaining Board Members

Are your board members happy? Volunteers become involved at the board level for several reasons, usually relating to wanting to “make a difference in the community”. Most board members STAY with the organization because of the relationships they form with other volunteers and staff. It may be helpful to keep in mind the focus is on the individual relationship, not the board as a whole. To that end, I give you these steps which focus on early engagement and genuine relationships.

Increasing the odds of retention –

Thorough explanation of expectations during the initial interview. Volunteers want clarity. During the recruitment process, the CEO and a volunteer both provide perspectives on the board member’s role. Share a written outline of expectations so the prospective member clearly understands the commitment, including fundraising. Trust is built when surprises are avoided and the experience is genuine.
Formal orientation conducted. A few weeks before the first committee and board meetings of the year start, the Board Chair and CEO provide a mandatory new board member orientation. Yes, mandatory – ask them to commit to the date when selected to join the board; and change the date if not all can make it. You can always offer a make-up session if needed for last minute conflicts. This is an opportunity for them to feel part of a bigger team, as well as to receive important information, and ask questions. It’s even more valuable if the orientation can be followed by a cocktail hour where all current members are invited to meet the new members.
Meetings with board chair. Within about 60 days of joining, the board chair meets with each new member informally to build the relationship. Just like an athlete, student or employee who wants attention from the coach, teacher or boss, board members appreciate when the head of the organization takes time out to acknowledge their participation. This is an opportunity to identify any early issues, as well as recognize their commitment. The board chair may also ask for advice on a specific area/project indicating appreciation for their talent and knowledge.
New member assigned to a mentor. Utilizing mentors (veteran board members) can be powerful if they are carefully matched. They are assigned to each new member as another means of keeping them engaged and to accelerate the learning curve. When matching, consideration should be given to what they may have in common with the new volunteer. They don’t have to be twins, or even sit on the same committee, but conflicting personalities or interests won’t work in this situation. We’re looking for a veteran who understands the organization, who is a good listener and can relate to the new member. The time commitment is minimal, and you will also be developing leadership skills in the mentor!
Conduct meaningful meetings. The quickest way to a death knell is to have nothing but committee reports (minutes can be sent in advance for review), or allow discussion to go astray for long periods, and otherwise waste the time of these board members you are hoping to inspire and engage. Some options I’ve seen work well include allowing time on the agenda for hearty generative discussion, showcase a program to keep them connected to the mission, include a review of progress to key strategic goals, create opportunities for them to learn something – a new skill like advocacy is certainly relevant. And keep an eye on the clock – if the meeting is scheduled for 90 minutes, end it then and respect their time. These same principles apply to committee work, also – look for a later post on “Committees That Work”.
Mid-year feedback session. Invite the class of new members to a casual breakfast or lunch and ask them about their experience to date. No pressure, just an honest dialogue about what they enjoy, what surprised them, what is confusing, etc. This session can be facilitated by the Board Development committee chair, with the CEO in attendance. Any relevant information will then be utilized to improve systems in the future or address specific issues.
Attendance at social events. Several social events can be planned for members each year, and an extra effort should be made by mentors to encourage new members to attend. This is another opportunity to develop relationships, this time without a working agenda. Events can be simple barbecues at a member’s home, an afternoon at the track, a holiday party, a corn hole tourney, or any gathering that will allow for unrestricted interaction among board members.
Year-end evaluations. For some reason, this step gets skipped quite often, and a critical opportunity is missed. In addition to gathering information from your donors and participants, you need information from your key stakeholders too. Obviously, their satisfaction is the key to retention. A brief e-survey provides a non-threatening way to gather feedback from each member, with special attention given to suggestions for a more meaningful experience.