Recruit Excellent Board Members

from MHSAA-Referee Magazine-September 2023

YOUR RIGHTS AND RESPONSIBILITIES

By David Westol

Perhaps the last thing on the minds of members of an association board after the election and installation of new board members is, “Who will be our next set of officers?” The prevailing mode of thinking is, “Let’s get these rookies acclimated … let’s get our strategic plan together … let’s start making decisions.”

But “Who’s next?” should be one of the things a newly constituted board of directors is thinking about.

Good board members do not grow on trees. They are usually not (board) table ready to contribute to discussions or participate in decision-making. New board members tend to fall into two groups. They go ghost — seen but not heard, or new board members offer opinions and input at every opportunity.

A balance is needed. But balance comes with experience. Your current board should seek people with experience serving on other boards, if possible. And it isn’t a matter of finding an exact fit in terms of experience.

What should nonprofit board members be thinking about? We can begin with the purpose and mission of the group. Add in the biggest part of “trustee” which is trust — the fiduciary aspect of serving on a nonprofit board. And while passion for the cause is important, it is not the most significant quality. Can a candidate work with others?

Accept criticism or feedback?

Good board members must be recruited. Recruitment means specific identification of prospective board members. Yes, there is a place for the democratic process, but that should not discourage the board from recruiting candidates. Make certain the duties and responsibilities of board members are outlined as you look for new candidates. Make sure expectations — attendance at meetings, special events, the annual awards banquet — are specifically referenced.

Recruitment of board members shouldn’t be political or based upon cosmetic aspects such as, “He’s a good official,” or “She’s always at meetings.” What are you seeking in terms of specific talents and abilities? Certainly, those who work hard, for example, at the specific sport level in an association deserve consideration but look beyond the obvious. Does this person have the time and energy to serve on the board? Can she look beyond her specific sport? Can the candidates work with others on the board? Invite candidates, one at a time, to attend a board meeting. Encourage them to speak up

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and to share their thoughts. Ask around, too. The way someone officiates a contest with other officials is often a good indicator of how that person will work with others in the board room.

One dynamic hasn’t changed over the years — a domineering board member will drive good board members away. Good association board members will step quietly away from service and find other things to do with their time if the meetings are dominated by one or two FHFs — “Frequently Heard From” — board members. The board chair or president owns some of the responsibility for maintaining involvement and engagement by all board members.

Recruitment of your next board of directors begins with the installation of your newest board members. Be specific. Be practical. And invest time in this very important aspect of association governance. Dave Westol is a longtime football official. He is principal and owner of Limberlost Consulting Inc., in Carmel, Ind. His website is limberlostconsulting.com.

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