The board president (or in some organizations, board chair) plays a large role in the success of any nonprofit organization. The president manages the board and its committees and sets the tone for the culture of the board. As the bridge between the board and chief executive, the president works closely with the organization’s chief executive. Additionally, the president may interact with donors or funders or serve as the primary spokesperson of the organization at events or in other settings.
Begin with the end in mind
Serving as board president requires additional time and energy. Before you begin your term, you may want to do a little planning to help you hit the ground running. First, you’ll want to make sure that you are familiar with the board president’s job description as provided in the organization’s bylaws and other policy documents. Next, you should review the strategic plan to understand what the organization needs to accomplish in the upcoming year. You may want to hold a board retreat or schedule additional time at the first board meeting of the year to reaffirm the upcoming year’s objectives and review success measures. You’ll also want to ensure that the board and committees have tactical plans in place for items in the strategic plan for which the board is responsible.
In addition to reviewing the organization’s goals, you may want to set your own personal goals for your term as president. Think about the ways in which you’d like the organization to be stronger because of your time in leadership. Perhaps there are aspects of the board’s culture that you’d like to see change. There may be opportunities for the organization that you’d like to work with the board to explore. Consider setting one or two ‘personal legacy’ goals for your time as president as you think about the upcoming year.
Develop and facilitate leadership
One of the most important things that you can do as board president is help build leadership in the organization. As you manage the board and its committees, look for ways to encourage the leadership skills of the people around you. Consider delegating or sharing some of the board tasks that are now filling your plate. Involve other board members as you develop relationships with funders and others in the community on behalf of the organization. Support committee chairs as they work with their committee members to develop their committee’s annual action plans and coach them when necessary in its implementation. As board president, think of ways that you can build the board’s leadership bench to ensure that when you complete your term, there are others on the board who are able to build upon your successes.
The president should also support the chief executive’s leadership and further development of his or her skills. Successful organizations enjoy strong co-leadership between their boards and their chief executives. As the bridge between the board and chief executive, you, as president, set the tone for board’s relationship with its staff. Ensure that the board’s focus remains on the governing and policy aspects of the organization and provide appropriate latitude to the chief executive as he or she attends to the day-to-day operations. Your job as president is to support the balance of leadership between the executive and the board to fully engage the talents and skills of each—within their distinct spheres of responsibility—to lead the organization.
Set a positive tone
The president sets the tone for the board. If you approach the work in an offhand or disengaged manner, those around you will do the same. If you encourage board members and expect that people will follow-through on their tasks, your approach will help set that expectation in others. As members do their work, thank them for their efforts and involvement. It’s much easier to serve on boards where one feels that they are part of something important. Finding ways to celebrate the board’s successes and appreciate your board colleagues for their involvement creates a more engaging culture.
As board president, you are a significant part of your organization’s success. Being thoughtful and prepared as you approach your presidential term will enable you to make the most of your time in this important leadership role.
About the Author
Regenia Bailey is a seasoned expert on nonprofits. She builds long-term relationships with local organizations, offering strategic planning and organizational development services, as well as coaching. More about Regenia.
