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Who Will Succeed Your Nonprofit's Board?

A nonprofit's board of directors is entrusted with a sacred task: Create the vision for the nonprofit and then follow through to achieve its main objectives. This mandate can take years to fulfill. However, perhaps the most important function of a board is one of its last: What shape will the next board of directors take?

The board that succeeds the founding board of directors can help the nonprofit organization thrive as well as survive, or it can start it on a downward spiral that may ultimately lead to dissolution. Thus, it is imperative that your current board of directors implement the steps needed to replace itself with a new board that shares a common vision for the future.

Typically, the board will play a pivotal role in choosing its successors while working in conjunction with the chairperson and the chief executive officer (CEO). With input from the board, the “next generation” should take shape, probably within five years. The following lists several recommendations that can help pave the way for a smooth transition of power.

*Know and understand the key issues inside and out. This includes the main challenges facing the organization, the optimal opportunities for the future, the fulfillment of the mission, strategic alliances and the revenue methodology. What will it take for the organization to become more effective? How can it make an impact?

*Determine the best ways in which the board can “add value.” What sort of expertise, flexibility and strategic relationships will be needed in the future? For instance, it may be critical to develop diversity in funding sources as the nonprofit grows out of its infancy. Consider the enhancements that are most likely to be beneficial.

*Make projections for the coming decade. Envision the character of the people who can build on the nonprofit's current foundation. Describe the qualifications and expertise of the board members who can take the organization to the next level.

*Create a plan for finding successors. How will you entice the “right people” to join the board? You might assign responsibilities to current board members for reaching out to the best candidates.

*Shore up the accounting aspects. Make sure that any potential fiscal problems are addressed or resolved. Prime prospects for future board positions may shy away from the organization if its financials are not in order.

*Map out a timetable for the succession. This will depend on the particulars of the nonprofit and how and when the current board will be willing to cede control. It may be difficult to come to a consensus, but it is important to begin the process. Otherwise, inertia takes over and the board can become stagnant.

Reminder: Every nonprofit board should be concerned about its legacy. The best way to leave a lasting impression is look ahead, not behind.

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	[ return to list ] Who Will Succeed Your Nonprofit's Board? A nonprofit's board of directors is entrusted with a sacred task: Create the vision for the nonprofit and then follow through to achieve its main objectives. This mandate can take years to fulfill. However, perhaps the most important function of a board is one of its last: What shape will the next board of directors take? The board that succeeds the founding board of directors can help the nonprofit organization thrive as well as survive, or it can start it on a downward spiral that may ultimately lead to dissolution. Thus, it is imperative that your current board of directors implement the steps needed to replace itself with a new board that shares a common vision for the future. Typically, the board will play a pivotal role in choosing its successors while working in conjunction with the chairperson and the chief executive officer (CEO). With input from the board, the “next generation” should take shape, probably within five years. The following lists several recommendations that can help pave the way for a smooth transition of power. Know and understand the key issues inside and out. This includes the main challenges facing the organization, the optimal opportunities for the future, the fulfillment of the mission, strategic alliances and the revenue methodology. What will it take for the organization to become more effective? How can it make an impact? Determine the best ways in which the board can “add value.” What sort of expertise, flexibility and strategic relationships will be needed in the future? For instance, it may be critical to develop diversity in funding sources as the nonprofit grows out of its infancy. Consider the enhancements that are most likely to be beneficial. Make projections for the coming decade. Envision the character of the people who can build on the nonprofit's current foundation. Describe the qualifications and expertise of the board members who can take the organization to the next level. Create a plan for finding successors. How will you entice the “right people” to join the board? You might assign responsibilities to current board members for reaching out to the best candidates. Shore up the accounting aspects. Make sure that any potential fiscal problems are addressed or resolved. Prime prospects for future board positions may shy away from the organization if its financials are not in order. Map out a timetable for the succession. This will depend on the particulars of the nonprofit and how and when the current board will be willing to cede control. It may be difficult to come to a consensus, but it is important to begin the process. Otherwise, inertia takes over and the board can become stagnant. Reminder: Every nonprofit board should be concerned about its legacy. The best way to leave a lasting impression is look ahead, not behind. [ return to list ]
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