How Connection is the unexpected ingredient to nonprofit board success
How are you? Hope you got some extra down time over the long weekend.
Here in the U.S. after Labor Day, fall hits, and year-long goals start to feel more real.
At The Ross Collective, we’re thinking about what actions we can take to finish 2026 as strong as possible in terms of accomplishing the goals we set for ourselves, and our clients are also considering what concrete actions will move them towards success.
As part of that conversation, a client recently asked me a great question:
What are the practices of successful boards?
This series (this is post 3 of 4) is an effort to answer that question. And if I was going to pick one practice that acts as the strongest lever in unlocking the power of boards and board members, it would be connection, the subject of today’s post.
ID: Three circles with a pink circle in front labeled “connection”
What is connection?
In simple terms, connection occurs when there is rapport, and we know, like, and trust an individual or organization. It is bringing our humanity, and ourselves, to work.
For connection for the board and the organization to be effective, all of these need to be in place:
Board members feel connected to the organization’s work
Board members feel connected to the organization’s leadership
Board members feel connected with one another
Connection falters when even just one of these is missing.
When a board member doesn't feel connected to the organization’s work, leaders are often disappointed. Most executive leaders would like the board members to understand the organization's challenges more deeply.
Opportunity: Reflect on the information that is shared with board members and look at meeting agendas to create ways for board members to share their perspectives on the organization’s work at the appropriate level.
When a board member feels a connection with the organization’s work but not the leadership, there is a lack of alignment. A board member may be stuck in the past or want the organization to move in a direction that the leadership is not interested in.
Opportunity: Clarify the leadership’s vision and determine whether that board member wants to contribute.
When board members don’t feel connected to one another, it’s challenging to get the board organized and taking action.
Opportunity: Build in time for more human connecting, such as community building activities or a social activity outside of the board meeting.
Connection means being willing to invest time, energy, presence, or resources
Past clients have shared that “an important person” is on their board, but doesn’t attend board meetings or contribute. These leaders are wondering whether they should keep that person on the board.
My response is always to encourage leadership to have a conversation with that person to learn more. If the person is not able to invest their time, energy, presence or resources, they need to leave the board and open up the slot for someone else who will do the work of a board member.
Board members who feel connected to the organization show that they care through their actions: through helping leaders to consider risk, through giving money or connecting the organization with donors, or through sharing their networks or expertise.
A simple way to build connection
This year I’m chairing Investing in Academic Excellence, a committee at our teen’s high school that raises money for the school, gives back to it, and celebrates excellence through the Teacher of the Year awards.
Next week is our first meeting of the year. Some new parents are joining, and we have a few roles to fill. We will open this meeting with a simple and powerful question:
“Tell us about yourself: Why are you here? What kinds of skills, expertise, and experience would you like to contribute?”
Every board president or executive director should be asking this question of board members to establish continuous connection.
Connecting across difference might be the most powerful action board members can take
We have written in the past about practices for recruiting diverse board members. These include:
Build trust among board members, so that board members are able to have hard conversations about differences and inequity.
Clarify your Why for recruiting diverse board members.
Fill out a board matrix and have a conversation about who is at the table and who is missing—in terms of race, disability, gender, age, etc.
Make sure your board has a full understanding of the community served.
Cast a wide net and go outside of your usual networks to identify Black, Indigenous or People of Color to serve on your board.
Make sure that White board leaders are ready to shift the balance of power and empower others to lead. Who is in the front of the room matters.
In these times when diversity, equity and inclusion are under attack, boards need to act with courage and double down on their commitments to bring multiple perspectives to the work. Often this involves reflecting on obstacles that prevent participation—and taking concrete steps to reduce those obstacles.
What steps are you taking to deepen connection on your board?
This year, we have worked with a number of boards to strengthen connection, and, in turn, the boards’ work.
Recent engagements have included facilitation of a board retreat and coaching to deepen the work accomplished at the retreat. We’ve asked the hard questions, identified opportunities to deepen connection, and seen boards reach their goals more effectively because of it.
If you’re not sure what your next step is or could be to foster greater connection amongst your board and leadership, reach out. We’re here, and ready to connect.