What Does a Good Board Job Description Look Like Anyway?
In the last post, we discussed how a volunteer job description can activate and motivate board members. Job descriptions are certainly not a new tool. Good chance you have developed them before. How are board job descriptions different? What is their connection to leadership development and succession planning?
Board members are more than just a legal requirement, they are an integral part of an organization’s personnel resources. They oversee executive leadership, connect the organization to outside resources, and provide skills and perspective the organization does not have on staff. Fulfilling these roles fuels the organization forward.
Board members often need help connecting their role as an individual board member to the organization’s programs and services. This may be because, they are not present during organization day-to-day activities, or because they do not work in the nonprofit sector. This is particularly true of the novice and junior board member. A tailored job description can focus and motivate them leading to a more connected board and a more adept organization.
Being part of the board job description development process can help a board take ownership of their role within the organization. These activities could include brainstorming their duties and responsibilities and/or empowering them to evaluate their skills and history of success in these roles. Through these activities, board members can identify gaps in board skills and focus their attention on organization vision, resource development, and other critical board roles while leaving day-to-day activities to staff.
The exact elements of a board job description are a function of the organization’s complexity, mission, and vision. Anchor the job description in the organization’s mission. Then start with the basics, board members are required to identify, provide guidance, and evaluate the executive director; develop resources for the organization; and educate others on the organization’s mission and vision. The more concrete the job description outlines the board’s role, the easier it will be for board members to hold each other accountable.
Board memberships are not permanent. To complete the job description, include the length of the board term. By including the term length in the job description, the board begins to take control of its succession. Adding formal and informal mentoring opportunities builds on succession success. Terms also prompt regular evaluation. Without a structured evaluation, it is easy for board members to assume everything is going well. Evaluation encourages internal and external investigation of what is working as well as what can be improved. Board members can use the job description to begin this process.
As the organization grows and develops, the board job description will as well. What makes a good board member and how should the board recruit and cultivate its members? We will cover all of this in future posts.