Our clients often ask us for advice on developing a program to place their employees (frequently the “up-and-comers”) on nonprofit boards. There are lots of good reasons to do this, and we’re happy to encourage the practice. Here are some of the steps we suggest they take.
Identify your objectives for seeking board placements. Some common examples include:
- Developing relationships with potential sales targets. There’s nothing to be ashamed of here. If your employee does a good job on the board, you’ll both win.
- Employee development / leadership opportunities. Another win-win. The nonprofit gets energetic, enthusiastic new directors, and your employees learn what leading an organization is all about.
- Enhancing the economic vitality of the region. A healthy nonprofit industry is good for the local economy. And that’s good for business.
Keep in mind that these objectives are not mutually exclusive. A thoughtful and well-executed board placement program can help you achieve all of your goals.
Identify areas of focus based on corporate objectives. For example, if CEOs are the decision makers when it comes to your company’s products, then spots on working boards are the way to go. If wealthy philanthropists are your target, you might look into the local art museum or orchestra. Use your focus areas to create a list of organizations that meet your criteria.
Conduct an audit of your key employees to identify personal interests. To the extent possible, you want to match your people with boards active in areas they enjoy and know something about. Above all, nonprofits want board members who are engaged and interested in their missions so they’ll regularly attend meetings, make financial contributions, and participate in events.
Make sure your employees know that you’ll support them in their networking efforts with time and money. It needs to be clear that board meetings are considered work time and it’s okay to attend one that starts at 4:30. And if the organization is seeking an event sponsor, your employee needs to know she can come to management to make the case for support.
Consider your budget. Make no mistake about it – there will be a financial pledge required. Most corporations expect the employee to cover it but some pick up the tab. The amount, which will likely be presented as a “guideline,” will vary from board to board and even from person to person, depending upon what the individual brings to the table.
Start networking. Once you’ve got all the pieces in place, start working your connections. Some boards are more exclusive than others, and you may have to wait your turn for the elite power boards. In the meantime, smaller organizations will likely welcome one of your employees with open arms.
Good luck!