Transition: The Magic Sauce of a Resilient Board

In the last post we discussed how board job descriptions empower and support volunteer leaders thereby strengthening the organizations they lead. Often the most overlooked part of a board job description is the part defining the length of the board member’s term. How does transition strengthen long-term board dynamics and increase board capacity? 

Many organizations in succession quandaries did not start off that way. At one time, many had strong boards responsible for expanding the organization’s proficiency to carry out its mission. During this period, the topic of board succession would arise from time to time and leaders would acknowledge the board’s strength and move on to other “more pressing” issues. After all, why fix something that isn’t broken. Then suddenly succession extends its ugly head: one board member proposes resigning followed by a domino effect of additional board members doing the same.  Or a once dedicated board member is promoted or has a life changing event. They request a short respite from the board and promise to return in a short period of time. After that time, they don’t return to board meetings and don’t answer phone calls leading to a conversation about how to broach the conversation of resignation. And in other situations, board members do not feel comfortable asking to take a respite and just stop coming and don’t answer calls, leaving other board members wondering what happened. These situations are tricky and more importantly preventable. 

Unlike staff, board positions are succession defined. Board members are volunteers often with full-time employment in addition to their personal responsibilities and board roles. Being on the board can increase volunteers’ passion and connection to the organization thereby expanding their skills as organization ambassador. After they learn these skills or have less time to dedicate to the board, these supporters are ready to take on new roles within the organization’s volunteer force. Encouraging transition creates spaces for others to take on these roles and expands the organization’s impact. 

To create a successful board succession plan, organizations need to develop opportunities for potential board members to learn what responsibilities come with being part of the board as well as other opportunities board members can transition to after their service. For example, many organizations create committees that are a mix of board members and potential board members. By connecting with current board members, potential board members learn what is expected of board members and whether this is a good fit for them. On the other end, once volunteers are ready to leave their positions on the board, organizations develop advisory boards to encourage volunteers to remain engaged in organization affairs. These opportunities help to identify and prepare potential new board members as well as maintain connections with board members after they complete their service. 

Creating an optimal term length is tricky. Individual volunteers and roles require different periods of time to learn the skills and create the connections they need to succeed. Staggering terms is critical to consistency and goal realization. As board members reach the end of their term, the board has a chance to evaluate board success as well as examine gaps in skills that may lead to success in the future. Dedicated board members who want to continue in their role for a second term, can mentor new board members and volunteers. 

What happens when board members do not have specific terms or terms in name only?  Something I call the How about Oprah phenomena. Learn what that is in my next post.