We all want enthusiastic, action-oriented board members who pay attention and get things done. But high-performing boards don\'t just happen. It takes time, clear focus, and careful strategies to get them there.

Here are 10 tips for creating a board that can deliver:
·    Reawaken their passion.
·    Give them a great experience on the board.
·    Have interesting, upbeat meetings dealing with big-picture issues.
·    Give them social time to meet other board members.
·    Focus board members on action items to accomplish, not on attending meetings.
·    Be clear about what you need them to do and when to do it.
·    Focus them on friendmaking for the cause.
·    Encourage a positive attitude.
·    Help them understand specifically what you are raising money for.
·    Appreciate every effort they make.

More: http://www2.guidestar.org/rxa/news/articles/2010/10-tips-for-keeping-your-board-fired-up-and-in-action-for-the-cause.aspx?source=may2010nwsltr&hq_e=el&hq_m=612056&hq_l=8&hq_v=e285ad9758

Many organizations enjoy highly effective, very engaged boards. But for those that don\'t, and for those that want to make sure their board member relationships remain strong, paying attention to what these board members have to say—as well as listening to your own board members—will pay big dividends.

In a recent survey to identify issues affecting relationships between nonprofit organizations and their board members, six recurring themes were identified as the foundation for most issues and solutions: connectivity, no surprises, importance of time, improved communications, accountability, and organizational focus.

More: http://www2.guidestar.org/rxa/news/articles/2009/why-dont-board-members-do-what-theyre-supposed-to-do.aspx

If your organization is like most, when recruiting board members you forget that you are "hiring" folks to do a job - one of the most critical jobs in the whole organization: leadership and governance.

So how can you improve the recruitment process? The first step would be to make sure you actually have a process!

Step 1:  What are you looking for?
Step 2:  Recruit a pool of candidates for each seat you have available
Step 3:  Recruiting prospects
Step 4:  The application process – Get to know them as they get to know you
Step 5:  Now that they’re on board...

More: http://www.help4nonprofits.com/NP_Bd_Recruit_Article.htm

Every board has a fundamental responsibility for self management: for creating a structure, policies, and procedures that support good governance. The term "board organization" encompasses a variety of tasks, from routine matters such as preparing a schedule of board meetings to actions with broader consequences such as developing a policy about terms of service. Here are some of the most frequent questions board members ask about board organization:

·    How can we contribute to effective board organization?
·    How large should our board be?
·    What should be the length of a board member’s term?
·    What committees should our board have?
·    How should committee members be chosen?
·    Should the chief of staff executive be a member of the board?

More: http://www.bridgestar.org/Library/HowBoardStructured.aspx

All nonprofit organizations need a board. Although the specific responsibilities may vary due to mission focus and different phases of an organization’s existence, the basic role and purpose of all nonprofit boards remain the same. There are legal, ethical, and practical reasons to build a board when a nonprofit is created. These reasons shape the foundation for good governance.

The board is the body that provides continuity to the organization. Individuals come and go but the board as an entity remains. When good practices are institutionalized, the changing of the guards does not adversely affect the good work that has been accomplished.

More: http://www.bridgestar.org/Library/WhyDoYouNeedBoard.aspx

Continuing education, which is most often either mission based or governance related, is an important way to increase the board’s “intellectual capital.”  Doing it effectively will greatly benefit your organization through better decisions in the future.

The simplest, most interesting way to educate your board members is to draw on the expertise and experiences around your board table and in your community.  What’s the best aspect?  It doesn’t have to cost a thing!

Read the full article here.

This is an excerpt found on BoardSource, from the book Trouble at the Top: The Nonprofit Board\'s Guide to Managing an Imperfect Chief Executive by Katha Kissman.

Board members provide necessary capital to organizations: intellectual, reputational, political, and social capital.  An organization that is not using its board productively is missing out on opportunities.  The board of directors and the chief executive are members of a team, with a shared responsibility to achieve the mission of the organization.  When then team is not working together effectively, the organization’s results and reputation can suffer.

So, what do you do when the chief executive fails to use the time, talent and treasures of the board for constructive purposes?  To get the answers, read the full excerpt by clicking here.

Have you ever been in a situation where the board has made a decision that you think is very wrong and will have severe negative consequences for the organization?  Or where you think an important decision has been railroaded through?

It is important to remember the reasonable people can disagree in good faith on important issues.  Click here to read about situations to give you some food for thought if a case that goes beyond reasonable disagreement were to arise for you.

Serving as a nonprofit board member is one of the most challenging and rewarding of volunteer assignments.  While appointment or election to a board is an honor, board members have important legal and fiduciary responsibilities that require a commitment of time, skill and resources.

This article, from BoardSource, share basic questions prospective nonprofit board members should ask before joining an organizations board.

To read all questions included in the article, click here.

This three part series, by Terrie Temkin of CoreStrategies for Nonprofits, Inc., is designed to help nonprofits increase board engagement by focusing on three critical areas: the impact of bylaws, the format and content of meetings and the decision-making process.

The ideas presented throughout this series help create cohesive teams that look forward to coming to meetings and doing important work.  After all, that’s what engagement is all about.

To read Parts I, II and III of the series, click here.