Wisdom.  Experience.  Meaningful connections.  Advisory councils are typically groups of volunteers formed to provide advice or support to benefit a nonprofit’s governing board or staff.  When created thoughtfully and nurtured appropriately, an advisory council can be an effective body that advances the mission of a nonprofit.  If your nonprofit is considering the formation of an advisory council or you are seeking to re-energize a current advisory council, here are some questions you may want to consider.  

• How healthy is your governing board?

An advisory council can be a wonderful partner to an executive, but it is not a replacement for a healthy governing board.  If your governing board is struggling or disengaged, avoid the temptation to create another team that will need to be nurtured and cultivated.  Rather, invest your time and effort in re-energizing your governing board through renewal or replacement of members.  

• How clear are you on the mission of the advisory council?

While governing boards by their very nature have multiple responsibilities, advisory councils tend to function best when they are created for a specific purpose and given a clear mission.  Examples include providing subject matter expertise on a specific topic, leveraging connections to aid in a defined fundraising campaign, or collectively launching or managing a program to benefit the nonprofit.  In all cases, advisory councils should have a clear charter with defined expectations, accountabilities, and definitions of success for their activities.  Be clear to prospective members why they were chosen and what will be expected of them.

• Who will support the advisory council?  

  Advisory councils require cultivation, nurturing, and support in order to function effectively.  Before forming one, nonprofit leaders must ask, “do we have the capacity to support this group, and if so, who will be the point person?”  A liaison from the organization is critical in recruiting members to the council, orienting them, and supporting them in their service.  Thoughtful agendas, supporting material, and effective facilitation of meetings goes a long way towards nurturing a healthy advisory council.  

• Can you create a meaningful link between your advisory council and governing board?

Advisory councils tend to function most effectively when they are appropriately connected to the mission of the organization and its governance.  Governing board members should benefit from understanding the progress of the advisory council and the council will be more effective if it understands the larger ecosystem in which the organization operates.  Consider thoughtful approaches to build relationships and connection between the important work of the advisory council and the governing board.  

Advisory councils can make meaningful contributions that help nonprofits translate their vision into reality.  By asking yourself and your team these important questions, nonprofit leaders can ensure that their advisory council is thoughtfully conceived, well-supported, and positioned for success.  

Do you have questions or wish to discuss your advisory council, board, or nonprofit?  Let's connect!

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Enjoyed leading part 1 of a 2-part Board retreat with the talented leaders of Jewish Family & Career Services. JFCS expands possibilities for each person and every family to meet life’s challenges with confidence.

I recently sat down with my friend and colleague Patrick Jinks of The Jinks Perspective for an episode of his podcast The Leadership Window. Listen as I discuss with Patrick the 5 habits of healthy Boards. We also discuss practical, actionable strategies for elevating the performance and engagement of your Board.

Healthy Boards are intentional about recruiting members who bring a diversity of skills, talents, leadership styles, backgrounds, and perspectives to the team. Honored to facilitate a (socially distanced) Board workshop on recruiting last evening with the leaders of SeniorCare Experts.

Imagine the most energizing meeting you have ever participated in.  Perhaps it included colleagues at work, or teammates playing a sport you love.  What made that meeting so effective and memorable?  Having asked this question of hundreds of nonprofit CEOs and Board members over the years, I’d like to share the consistent themes that have emerged from these conversations that can transform your nonprofit Board meetings from draining to dynamic.  Taken together, they provide a framework for reimagining your next Board meeting agenda.  

• Connect as a team.

Research consistently shows that Boards that take time to get to know one another socially and connect as individuals rather than just as Board members consistently perform at a higher level.  It makes sense -- Boards are a team and teams rely on expectations, support, trust, and accountability.  Intentionally building time into every Board meeting agenda to connect as people and teammates provides a foundation for effective governance and decisionmaking.  You don’t have to facilitate the ultimate icebreaker.  Rather, focus on how we as a team can get to know one another just a bit better.     

• Celebrate progress.

Nonprofits address exceedingly complex and persistent community challenges.  A temptation often creeps into our Board meetings to focus solely on how far we still have to go in our mission rather than how far we have come.  I challenge you instead to intentionally celebrate progress at every Board meeting.  You will find that when you reflect on the progress you have made and the joyful moments experienced since you last met as a Board, a renewed energy permeates the room and carries through the rest of the meeting.  Think -- what are we most proud of this month?

• Identify and discuss the most pressing challenges.

Board members regularly tell us they are most engaged during meetings that feature discussion and debate rather than simply recitation of reports.  Use of a consent agenda -- a mechanism for grouping routine reports into a packet shared prior to the Board meeting -- can free up vital Board meeting time for more engaging and strategic discussions.  Additionally, one of the most important skills of a nonprofit CEO is identifying the areas that require Board engagement and discussion.  In planning the agenda, the CEO and Board Chair should discuss and agree on the 1, 2, or 3 issues that are most pressing for Board discussion and action at the upcoming meeting.  Narrowing the topics and even sharing the vital questions prepares the Board to be strategic, focus on vital topics, and make effective decisions that provide needed direction.  

• Review commitments.  

Productive meetings typically lead to next steps and commitments to action.  Before adjourning the meeting, it is important to review these commitments and timeframes for their completion.  A savvy Board Chair will ensure that assignments are distributed equitably across the Board team, and place Board members in position to leverage their skills and succeed.  Including this step as a part of the meeting agenda promotes accountability on the Board team and closes the meeting with the momentum that comes from having a clear directional roadmap.

Thoughtful, well-structured meetings are essential to maximizing the potential of your Board and propelling your mission forward.  If you would like to share your thoughts on dynamic, engaging Board meetings, or you would like assistance, tools, or resources to enhance your Board meetings, Nielsen Training & Consulting is your partner.  Let’s connect!

"It is mutual trust, even more than mutual interest, that holds human associations together."

• H.L. Mencken

A common truth exists across the nonprofit sector, bridging organizations of all sizes, shapes, and subsectors.  It shines like a beacon from a lighthouse, indicating smooth waters or troubled seas ahead.  That common truth is that the most critical relationship in a nonprofit organization is the one that exists between the Board Chair and the CEO.  

Board Chairs and CEOs may come from different backgrounds almost assuredly reflecting different life experiences, but together in their hands they hold the promise of what an organization can become and the impact it can have on the lives of those served.  Countless resources exist that delineate the roles and responsibilities of a Board Chair and CEO, but far fewer offer practical guidance for nurturing a productive relationship.  Here are a few reflections on tending to this most critical relationship:

• Begin by Building Trust.

Trust between Board Chair and CEO is the cornerstone upon which all else rests.  When the Chair provides guidance or constructive feedback, the CEO must trust that it is coming from a place of good intentions.  When the CEO provides information or insights, the Chair must trust it reflects thoughtfulness, reflection, and wisdom.  Breakdowns in trust not only damage this relationship, but the ripple effects almost invariably extend to the full Board and staff.  Board Chairs and CEOs who invest in building trust with one another create a culture that permeates the organization.

Practices that build trust include weekly “check-in” meetings, a commitment to “no surprises,” and frequent discussion of “what I need/don’t need” in particular situations.

• Tend to the transition.  

By far, one of the most overlooked aspects of building a strong Board Chair - CEO relationship is the transition period.  Transitions are hard!  As a former nonprofit CEO, I vividly recall that there is a period of uneasiness any time the Board Chair transitions from one individual to the next.  Work and communication styles may differ and without thoughtful preparation and intentional discussions, faulty assumptions can ground a relationship before it ever has an opportunity to blossom.  

During the transition period, take time for honest conversations about communication style, expectations, support needed, and methods of accountability. 

• Embrace your role.

When working with a nonprofit for the first time, one of the first questions I will pose to a CEO and Board Chair involves a request to tell me the story of how and why they came to their current role.  The Board Chair needs to know that the CEO embraces leading the organization.  Likewise, the CEO needs to know that the Chair wants to be his or her partner.  It is like being in a rowboat together where two people must row in sync in order to propel the boat forward.  If one person loses interest or quits rowing, the boat goes into a tailspin.  

Embrace your role by leading with energy and enthusiasm, setting realistic expectations, and being accountable for yourself and those you lead.

Leading a nonprofit can be a fulfilling and exhilarating challenge, but it can also be a lonely road.  Cultivating a healthy relationship between Board Chair and CEO grounded in mutual trust, expectations, and accountability enables leaders to reflect their best self and organizations to thrive.  

Whether you are rowing together in unison or struggling to get in sync, I encourage you to connect with us to explore the ways in which together we can help nurture the relationship you need and deserve.