You’ve been tapped to be a nonprofit board chair, either you volunteered or (more likely) you were voluntold that it’s your time to shine. Either way, there’s a saying that goes:
“The right board chair is the one whose leadership meets the moment.”
In my own experience serving on and working with nonprofit boards, this is true. But to lead well, incoming board chairs should ask themselves some essential questions before stepping into the role. But first…
What does a nonprofit board chair do?
As a nonprofit board chair, you lead the board and serve as the primary liaison between the board and the executive director or CEO. The chair leads board and executive committee meetings, partners with the executive director on strategy and governance, helps set board agendas and priorities and often plays a central role in board recruitment, fundraising and managing board dynamics. The board chair helps ensure that the board functions effectively and supports the organization in fulfilling its mission.
Serving as a nonprofit board chair is a serious time commitment
Don’t underestimate the amount of time required. As board chair, you’ll lead the executive committee and likely serve on other key committees like finance or governance. You’ll chair all board meetings and retreats, and work closely with the executive director or CEO as a thought partner and crisis navigator—pandemics, staff turnover or organizational upheaval included.
How much time does it take? According to BoardSource, nonprofit board chairs spend an average of 17 hours per month on board-related work. In my experience, this estimate is very accurate, and that number can rise significantly during times of organizational transition or strategic planning. Before stepping into the role of chair, there are a few things you should do.
Take stock of the nonprofit board’s culture
Take stock in the board’s culture and determine if any changes need to be made. For example:
- Is the current board collaborative and engaged?
- Is it representative of the communities your organization serves?
- Does the board have any major gaps in expertise?
- Who is rolling off the board? Will recruitment be an integral part of your tenure?
Answering these questions will help you understand whether your job is to stabilize or transform the board and how much change management you’ll need to lead.
Assess your relationship with the CEO or Executive Director
One of the most important dynamics in any nonprofit is the relationship between the board chair and the executive leader. Before you step into the role of nonprofit board chair, ask yourself: Is this someone I can partner with in a meaningful, respectful and productive way? You don’t need to be best friends, but you do need strong communication, mutual trust and a shared commitment to the organization’s mission. If the relationship is strained, or if there’s been recent executive turnover, know that this will likely be a major focus of your time and leadership early on. A healthy chair–CEO partnership can be a game-changer for the entire organization.
Review the governance health of the organization
You can’t say “board” without saying “governance.” As chair, you’ll need to assess whether the board is fulfilling its fiduciary and strategic duties. Overall governance health is one of the biggest challenges of boards.
- Is the board effective at overseeing finances, strategy and executive performance, or is it more passive?
- Are the board’s bylaws, policies and practices up to date and enforced?
- Are term limits enforced?
- Do the staff and board know their roles and appropriately work together?
If you discover weak spots, governance reform may need to be one of your early priorities as nonprofit board chair.
Ensure committees are properly functioning
The work of the nonprofit board happens in committees. As part of governance health, assess the structure and function of your board’s committee. Check that each committee has a chair and is well-staffed with board members. Ensure each committee has a charter and that regular meetings are scheduled.
Make sure there is a board leadership succession plan in place
Before taking on the role of the chair, (there’s no good way to say this) make sure you don’t get stuck there! Serving as a chair is a lot of work, and it’s easy to get burnt out. For the sake of yourself and your organization, work with your nonprofit’s executive director and the executive committee to make sure there is a timeline for your chairmanship and a successor in place. A chair’s term is usually between one and three years.
During your term, invest in developing your successor. Ideally, the transition will feel more like a relay baton handoff than a fire drill.
Be ready to take a leading role in fundraising
If you’re going to serve as a nonprofit board chair, you need to be ready to support the critical role of fundraising. This means making a meaningful gift yourself. You will likely be asked to represent the organization in funding pitches and donor meetings with the support of staff. You should also be comfortable with the fact that you’re going to need to ask your own network to step up and support you and the organization as well.
You don’t need to be a fundraising expert, but you do need to be visible, enthusiastic and engaged. Your commitment signals to donors and other board members that this work matters.
Serving as a nonprofit board chair is one of the most powerful ways to support a mission you care about. But it’s not just about showing up, it’s about leading with intention. By evaluating your board’s culture, governance, structure and strategy before stepping in, you’ll be well-positioned to meet the moment and help your organization move forward.
