Let’s Talk About NGO Boards

By Lisa Garson – Action Appointments Executive Director

The other day I was going through a potential client’s website and came across this call:

X Organisation Seeks a High Impact Board Chair

Commitment:

8 hours of advisory time/ month to XX staff; Board Meetings: one annual in-person 2-3 day retreat, one quarterly in-person meeting, two remote meetings; 1 year commitment with option for renewal.

Compensation:

Volunteer (travel reimbursed for in-person gatherings)

Reading this I was again reminded of how amazing the whole concept of NGO boards is. The expectation that a highly professional experienced individual (after all the organisation is seeking a “high impact” board chair) would be willing to give at least 8 hours of advisory time a month plus give up 2-3 full days for a retreat and attend quarterly in-person meetings is quite an ask. A big commitment, a huge responsibility and all going to be given pro bono.

To take on major responsibilities like these requires pretty special individuals. NGO boards are the ultimate authority in the organisations they govern. They steer the direction of the NGO, are responsible for its financial and reputational health and hold the Executive Director and their team accountable. Without an engaged and competent board, even the best-run NGO is operating without a safety net.

People have many reasons for wanting to take up an NGO board position. Action Appointments often gets requests from candidates to look out for board opportunities for them. The reasons people are willing to take on this extra unpaid responsibility are varied. For some, sitting on the board of a reputable and well-known NGO is definitely a career boost. It offers status, expands their network, is an opportunity to develop leadership and governance abilities etc.  I recently asked a very senior candidate who expressed a desire to take up a board post why he would want that extra responsibility, and, because I know him well as a passionate member of civil society who cares deeply about the upliftment of society at large, his answer didn’t surprise me – he wants the chance to make a greater impact.

In my years at Action Appointments and in my previous HR career I have engaged at various levels with numerous boards. I don’t have illusions about them; they are not all peopled by altruistic saintly individuals who give of their time freely and share their skills willingly. There are many trustees who do and there are also those who seem to just take up space, don’t attend board meetings, are not engaged and are sometimes difficult individuals who slow down the progress of organisations. In my opinion the success of a board (and ultimately the NGOs) is in the hands of its people.

Well-functioning boards have good board chairs, committed, skilled and engaged trustees who have good working relationships with the NGO leadership and work well together to support the organisation to fulfill its mission.

To go back to that call I saw on the potential clients website; it really got me thinking about how we don’t give NGO boards, and more importantly the recruitment of their people, nearly enough attention. How do most NGOs attract the right people for this big ask? If these board roles are so critical, which they clearly are; “A High Impact Board Chair” is going to be expected to play a major role in positioning the NGO to make a bigger impact, attract more funding, engage with high flying partners etc. In my experience many NGOs take quite a risk in how and who they appoint to these critical roles. Many do not follow a rigorous recruitment process, relying on referrals, not having professional interviews and not even checking references.

Action Appointments is more frequently being approached to take on the recruitment of NGO board members which seems like a positive development for the NGO sector at large. In my next board blog I will outline some of the steps needed to make sure that the appointment of these all- important beings is given the focus and attention it deserves.