In the tool chest of many governance consultants is something called a "board composition matrix". In simple terms nonprofit boards are advised to first create a chart that lists who are their current members and what are the skills or "gifts" they bring to the table. Alternately, some boards ask members to identify their skills or "gifts" and the subsequent check-list resulting from either report produces a list of what skills "could" or are missing. The identified gaps, presumably agreed-upon by members, becomes the Governance Committee's target for recruitment.
In more recent times, one element that was missing frequently was diversity: gender, ethnicity, etc. The result of adding this element has more boards simultaneously seeking a skill set that also matches a demographic set of so-called sought-for members.
I truly understand this efficient approach to filling board seats. At the same time I can see challenges particularly when understanding that a seated board often recognizes that the gaps be it demographic or skill tends to spring from the lack of a network by seated board members and a hesitancy to pursue unknown individuals. This reality often then should also contribute to rethinking board member recruitment as a process where, for many organizations that involves volunteers and donors, prospective members can be identified by "bringing them up the ranks". All these processes often fail to include what I believe should be the first criteria: passion. I further believe that most board duties can be taught either on-the-job or through formal training and a buddy system. With that said, I am quite satisfied using demographic representation as my primary measure and building a stronger training and buddy system for newbies.
Having said all this, Dr. Fram offers the following, what he poses to be as less considered categories. I believe these to be fine and well but not necessary criteria. Passion must always be first.
Anyway, here you go;
ENLARGING THE NONPROFIT RECRUITMENT MATRIX: THE ART OF SELECTING NEW BOARD MEMBERS
Enlarging the Nonprofit Recruitment Matrix: The art of selecting new board member
By: Eugene Fram Free Digital Image
There’s never enough to say about the selection of nonprofit board members. Following my last post on board behaviors and cultures I ran across a guide fo desirable skills/abilities for “for-profit” directors. From this list, I suggest the following additions to the recruitment matrices of 21st century nonprofit board candidates to improve board productivity. * Those included will have:
• Executive and Non-Executive Experiences: These include planners with broad perspectives needed to have visionary outlooks, a well as persons with unusually strong dedication to the organization’s mission. It may include a senior executive from a business organization and a person who has had extensive client level experience. Examples for an association for the blind could be the human resources VP for a Fortune 500 corporation and/or a visually impaired professor at a local university.
• Industry Experience or Knowledge: An active or retired executive who has or is working in the same or allied field. However, those who can be competitive with the nonprofit for fund development could then present a significant conflict of interest.
• Leadership: Several directors should be selected on the bases of their leadership skills/abilities in business or other nonprofit organizations. Having too many with these qualifications may lead to internal board conflict, especially if they have strong personalities.
• Governance: Every board member should have a detailed understanding of the role of governance, their overview, financial/due diligence responsibilities and the potential personal liabilities if they fail to exercise due care. In practice, nonprofits draw from such a wide range of board backgrounds, one can only expect about one-quarter of most boards to have the requisite knowledge. But there are many nonprofit boards that I have encountered that even lack one person with the optimal board/management governance knowledge. Some become so involved with mission activities that they do what the leadership tells them when governance issues are raised. Example: One nonprofit the author encountered, with responsibilities for millions of dollars of assets, operated for 17 years without D&O insurance coverage because the board leadership considered it too costly.
• Strategic Thinking & Other Desirable Behavioral Competencies: Not every board member can be capable of or interested in strategic thinking. Their job experiences and educations require them to excel in operations, not envisioning the future. Consequently, every board needs several persons who have visionary experiences and high Emotional
Quotients (EQs.) Those with high EQs can be good team players because they are able to empathize with the emotion of others in the group. Finding board candidates with these abilities takes detailed interpersonal vetting because they do not appear on a resume.
• Subject Matter Expertise: Nonprofit Boards have had decades of experience in selecting board candidates by professional affiliations like businessperson, marketing expert, accountant, etc.
• Other Factors Relevant to the Particular Nonprofit: Examples: A nonprofit dedicated to improve the lives of children needs to seek a child psychology candidate. One focusing on seniors should seek a geriatric specialist.
* http://eganassociates.com.au/disclosing-the-board-skills-matrix/