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Should our nonprofit’s board members receive compensation? The topic of nonprofit board compensation continues to generate significant discussion among nonprofit leaders. While many organizations have traditionally relied on volunteer boards, growth and increased complexity often require a more structured and professional approach to governance. Determining when to compensate board members depends on the organization’s size, maturity, and operational demands. When to Introduc

Our Executive Director is leaving on short notice—how should we engage them in the future if needed? An unexpected executive director transition can create uncertainty for nonprofit organizations. Managing the departure thoughtfully—and defining the former Executive Director’s role moving forward—can help ensure continuity while supporting new leadership. A clear, structured approach is essential to maintain stability and protect governance integrity. Planning for an Effectiv

Many nonprofit organizations recognize the value of implementing board term limits but hesitate to adopt them due to concerns about recruiting enough qualified board members. While board recruitment can be challenging, establishing clear term limits is a critical governance practice that strengthens organizational sustainability and reduces long-term risk. Why Board Term Limits Matter Implementing board term limits helps ensure that leadership remains dynamic, accountable, an

We are working on our board orientation. What should be included? A strong nonprofit board orientation helps new board members understand the organization, their responsibilities, and how they can contribute effectively from the start. Without a clear orientation process, even experienced professionals may struggle to understand governance structures, priorities, and expectations. An effective orientation provides board members with a clear overview of the organization’s oper

We are having trouble finding active, involved board members. Help! Many organizations struggle with nonprofit board recruitment, particularly when trying to find members who are both qualified and actively engaged in the mission. A structured recruitment process helps nonprofits attract individuals who understand the expectations of board service and are ready to contribute their time, expertise, and networks. Below are several practical steps to strengthen your board recrui

Many nonprofit board members generously volunteer their time beyond governance responsibilities. While this support is invaluable, it can sometimes blur an important line — especially when board members begin offering guidance or direction to the Executive Director while volunteering. So where should the line be drawn, and where are the boundaries? The key is clarity: board members may wear multiple hats, but they should only wear one at a time . Understanding these distinct

Nonprofit boards often wrestle with an important question: Should board members communicate directly with donors and clients? The short answer is yes — thoughtfully and strategically. Effective boards build meaningful connections with all of their constituencies, including donors, clients, partners, and the broader community. While every organization defines these relationships differently, successful boards recognize that communication and representation are essential parts

Our nonprofit’s board is rubber stamping everything the committees and Executive Director say. What should we do? This is a common problem in legacy organizations. A great way to address this is have board members each pose a question each meeting for the board to answer, rather than the Executive Director to answer, and listen to see if your fellow board members are engaged. The board’s role is not only to provide financial oversight, but strategic direction and generative d

We have a board member that is trying to micromanage the Executive Director. Help! This is common for board members who’s past experience has been in grassroots organizations with no staff. This is an issue for the Chair to address. The Chair should make sure that there are no operational issues in the discussion portion of the agenda. The Chair is also responsible for steering the board member back towards the topic at hand. Consider if using a consent agenda would be useful

Our nonprofit’s board members don’t say very much in meetings, and the Executive Director is doing all the talking. What should we do to get them to speak up in board meetings? This is a common issue, and there are three avenues for the Chair pursue to change the group behaviour. 1 – Meeting structure or package changes First, consider if the meeting structure or package needs to change. Could a consent agenda be used to focus board time on discussion and decision items rathe

How can we incorporate strategic thinking into our regular board meetings?   Strategic thinking is not a once-a-year activity, but a position for a board to routinely take, by posing questions and having a discussion about future possibilities in a focused manner. Topics that are a good fit for strategic thinking are public perception of the nonprofit, future funding to pursue, impact measurement and improving service.   Each item in the discussion section of your agenda shou

Understanding the nonprofit life cycle and matching the right skillsets at each stage helps leaders build stronger boards, improve governance, and support long-term success. While some competencies (like good communication) are valuable at every stage, others become especially important depending on where your organization is in its development. Startup Stage: Building the Foundation In the early startup phase, board and leadership skills should focus on launching programs an

What life cycle stage is my nonprofit in? It is important to know where your organization is in its life cycle so that you are using the skills most needed at that point to create a healthy and stable environment. While there are many versions of the life cycle model, most list the stages as: Start Up Growth Maturity Crisis/Restructuring Decline/Close Your organization may have aspects of multiple stages simultaneously. The stages are not linear, an organization can go throug

Our board has great ideas but the discussions don’t go anywhere. What should we do? A few things could be happening here. Board members who care about the mission and the organization don’t always know the best way to direct their efforts. An annual work plan for the board and a strategic plan helps focus the efforts of the board, but doesn’t translate into actions. Involve the whole board in action planning, and assign actions to the board as well as committees. Remember tha

How can we encourage continuous learning of our non-profit board members after the orientation? There are multiple ways to allow a board to further develop their skills. Media Review Assign some media to the board to review between meetings, and have a discussion as a group on how the board can incorporate this learning into the board activities. This could be a book, a journal article, a podcast, or a YouTube video on a topic of your choice. Have each board member make recom

How does a non-profit board shift from being good to being excellent?   The difference between good and excellent lies in thoughtfulness, intentionality, action, engagement, knowledge and communication. A good board understands its fiduciary responsibilities, approves and reviews strategic plans and budgets, regularly reviews financial statements, evaluates the Executive Director annually, and participates in fundraising. Excellent boards give more of their time, talent, trea

What Responsibilities? What are the basic responsibilities of a non-profit board, and how do we know if we are fulfilling our responsibilities? A quick way for a board to check if it is fulfilling its responsibilities, is for the Chair to ask an outside volunteer to review the board meeting minutes for the past year, and observe two meetings. The volunteer summarizes what they think the board’s responsibilities are based on this observation. This is an illuminating way to det

I’m considering becoming the Chair of our non-profit’s board. Where should I start?   A board chair’s role is wide ranging, and even experienced Chairs have to spend time figuring out the needs of the organization, the leadership style needed right now, and what you are able to personally commit to the role. To find out the current needs of the organization, the Chair should ask questions of the Executive Director, the Treasurer, Past Chair, Governance Committee Chair, and ma

I’ve been asked to Chair our non-profit’s board, but I’m not sure I’m ready. What should I do? Chairing a nonprofit board is an excellent way to develop leadership skills, however this new responsibility also affects people in your personal life – your family, friends, and colleagues – due to the personal time commitment required. A Chair typically spends double the number of hours a year that a regular board member spends on board work. A personal reflection will help you de

What to do about inactive board members? Our nonprofit board has several inactive members. What should we do? The first place to look is at the board orientation and recruitment process. Were the expectations clearly communicated before or at the beginning of the board member’s term? If you are struggling with board member engagement, it is likely time to invest in a board orientation. Make sure to set your board up for success. Once the board orientation becomes a routine fu