When I visit our reference library, I am not ageist. The book could be 6 months old or 40 years old...I'll read it. That doesn't mean I will blog about it. If the book doesn't contain good, helpful information (such as the one I read about setting up a historical society in the 1970s that included some advice that would not be legal today), then I just quietly move on to the next book. So when I picked this book up, I figured it would be another one that would give me insights into how boards used to function rather than seeing relevance to 21st century museums. But even though this book was published in 1991 (almost 30 years ago!), I think we can still learn a lot from it. Judith Grummon Nelson wrote it for the National Center for Nonprofit Boards, now known as BoardSource. Their mission is "to inspire and support excellence in nonprofit governance and board and staff leadership."This workbook-style resource is concise and full of quote-worthy material. As you can guess from the title, it is broken up into six chapters, or keys. Each key includes tips and information, as well as templates for letters and forms and other tools that you can adapt and use in your organization. I love it when books are structured that way - here's what you should do, and here is the tool to do it.
As I began reading, I was struck by how relevant Nelson's writing is to our current realities. We often hear from museum staff or volunteers that are struggling with their board; not because the people are not passionate or hardworking, but because they want to recruit new people with other skills and abilities (and to give the longstanding board members a break!) and find this to be an incredibly difficult task. While Nelson is sympathetic to those realities, she very clearly reminds the reader that "the success of your nonprofit organization depends, in large part, on the quality of your governing board", which in turn reflects on the strength of your nominating committee. It is crucial to select board members who will be effective for the "current stage of your nonprofit's life". Wow. So a couple things about these remarks. First, how seriously do we think about the nominating committee? I have served in this role before, and when recruited for it, was told that it's quite simple because you just ask the people to continue in their roles for another year. It's an easy, one-day-a-year kind of job. Ummmm, okay??? Nelson debunks this myth very nicely throughout her book. The second comment that really caught my attention here is the "current stage of life". It's not about maintaining any sort of status quo, but acknowledging that the organization is a living entity that changes over time, and your board needs to be able to address the current realities and needs. Yes yes yes.
Now let's work through those 6 keys.
Key 1 - Build Your Nominating Committee
Nelson states that people serving in this capacity should have broad vision, wide contacts, be dedicated, thoughtful, and well respected within the organization. They need to be able to understand those current realities and issues, and be able to identify the kind of board members needed to move the organization to the next level/phase of its existence. The committee needs to have clear terms of reference and be outlined in the bylaws as well. There should be a plan for board development, with goals and tasks tied to specific months or dates to keep everything on track. It is a continuous job, not a one-day-a-year job.
Key 2 - Assess the Current Makeup of Your Board
Simply put, an evolving organization needs an evolving board. Nelson advocates for staggered departures, which we also advocate for. She says that "such a system of rotation serves as an easy way for your board to identify and cultivate new board members in a thoughtful, dignified, and effective way." It's a lot easier to get someone to sign on for a two-year commitment than a nebulous, potentially never-ending one. It is also a way to be proactive in ensuring that the skills and abilities you need are part of the board when you need them.
Key 3 - Identify Potential Board Members
As I alluded above, the role of the nominating committee is not to ask people to continue doing whatever job(s) they've been doing. The committee should "observe and note people who are making good things happen in your community." It should be asking others for recommendations, suggestions, ideas, etc. And it shouldn't just be asking this of current board members, staff, volunteers, or other 'friends' of the museum. Asking people outside of the museum means getting a sense of what's going on in the community, its needs, priorities, and goals. And from this information, the committee can look at the museum and its role and build the board accordingly. The tool in this section is a board referral form that enables the nominating committee to outline prospective board members and their backgrounds, skills, interests, etc.
It did feel like Nelson assumed an urban, or rather populous reality in this section. One of the issues that we often hear is how few people there are in rural areas, and that they are already involved with multiple organizations so cannot be recruited for museum work. This is definitely true in some cases, but Nelson's point here is that if you take this big picture, analytical and methodical approach, you will be more successful because it is a matching of interests and goals.
Key 4 - Cultivate and Recruit New Board Members
A question to ask yourself is how can potential board members get to know your organization? Keep in mind my last book review and the importance of engaging outsiders. Don't assume that everyone knows what you do and why. Is it easy for people learn more about the museum? Quietly and on their own terms? Through your website? Visiting with current board members and enjoying some tea and cake? Special events like an open hour, behind-the-scenes tour, workshop, or other social event? Your AGM or board meeting that invites the public to attend?
As you move into the recruitment phase, remember that the nomination process is a group discussion. Strong candidates should be met with by two museum reps to have in-depth discussions about museum operations, board role, funding, etc. They need to know what they would be stepping into. Keep in mind that as you work through this process you may discover that someone is not a good fit for the board, and that's okay! You can look at alternative roles that may be a better fit for everyone involved, like a volunteer or committee role. Maybe the person doesn't have the time, or maybe they are interested in something else. The important thing to remember is that there are options, and just because it isn't a good fit right now doesn't mean it won't be a good fit in the future. You can still build that relationship. In meeting with the candidate, make sure you have a plan ahead of time; what information will be shared, who will say what, what kind of materials or resources to give, etc. You also need to decide who will make the follow-up call (never leave someone hanging!). Once meetings take place with all the potential new board members, the nominating committee narrows the list and presents it to the board, and then to members at the AGM for voting.
One of the things I really liked about this key is the look at why people join, and why they don't. The "why nots" can be pretty simple - lack of time or not knowing the group well enough. But when surveyed about why they joined a nonprofit group, people said that identifying with the mission is key (Love this! Yet another reminder that we need to move on from our old definition mission statements!!). Others say that they are looking for a way to be involved, that they were inspired by the organization's work and wanted to be a part of it, that they wanted to socialize and meet people, to learn new skills, to be fulfilled in something outside of their career, or as follow-up to their career. In thinking about this last point, don't forget to involve the young adults; the 20s/30s in your community. These people want to have an impact, and getting involved with a museum is a great way for them to build skills, their CV, and make connections.
Key 5 - Orient Your New Board Members
It is very important to welcome new board members. Nelson includes a sample letter that can be sent from the board president, and reminds of the importance of proper orientation. Even if someone is returning after a hiatus from the board, they need to be brought up to speed on what's new, what's changed, and the current strengths and weaknesses. They can also be paired up with a current board member so they have a go-to person in case they have questions. Nelson also suggests that an annual review for all board members is a good idea; reminding everyone about where things stand and what is hoped to be accomplished over the coming year. This ties in nicely with discussions about the strategic plan.
Key 6 - Involve and Acknowledge New Board Members
When I read this section, it reminded me of a courtship. You've just put a lot of work into finding and wooing someone, so how do you keep the love alive? Nelson says it is important to engage "in activities they will enjoy and succeed at" and to acknowledge their assistance and efforts. "Otherwise, new board members may tend to become absorbed with their own day-to-day work and family activities, and just appear at board meetings - and perhaps fewer and fewer of them." So keep learning about them, their interests, and their opinions about how things are going with the museum. Ask for their input and advice, especially based on their skills and experiences (this is why you recruited them in the first place!). And talk them up! Make sure your board feels appreciated and their efforts are highlighted through newsletters, social media, meeting minutes, and of course with cake.
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