The job description would give me most all the information I'd need to approach a prospect to discuss board service. I'd consider it my script for the conversation. It would include all the expectations my organization would expect of a board member and it would include what the board member could expect from the organization.
The criteria list would be my road map to the people I'd be sharing that job description with. As I've written about in other posts (here, here and here) it's knowing what I've got to work with and what I need that sets me up for my search of the who's. Without this data, I could just ask any passing stranger if she or he had interest in joining my board. I could just paper the neighborhood with that job description and it wouldn't mean a thing.
If I were building a board recruitment program from scratch, I'd also want to think about what surrounds those two pieces of information -- what supports and reinforces them. They're two pieces of an overarching program that includes several activities ranging from prospect identification to orientation to full engagement of new members into the work of the board. Each of these activities requires a plan of attack and related materials. I'd want to have that all thought out and in place.
For example, orientation is an important early opportunity to ground a new board member in the vision, mission and values of the organization. It requires face-to-face discussion that's best supported with a facilities tour, staff meet-up, and reference manual of all key documents (including organizational documents, policies, financials, strategic plans, contact lists, and program info).
Full engagement of new board members requires that they receive an assignment right away and perhaps some mentoring from veteran board members.
So, here's your assignment: take a look at your current board recruitment program. If you were to rebuild it or build one from scratch, where would you start?Photo: Tinker Toys from M & J: Character Hunters
Comments
The recruitment list and job description flow from that question. I love Alison's interview questions as a way to establish fit (on both sides) and passion for the vision and mission of the organization.
I also would want to help them think about those unrecognized talents, beyond the lines-on-a-resume/profession stuff we naturally seek. Questions that help them identify capacities, such as the ability to synthesize disparate ideas, encourage critical thinking, play devil's advocate, etc., would be valuable.
I'm in the process of developing a community roundtable on board recruitment strategies, so your timing for asking this question is perfect. Let me keep thinking and come back as new ideas to share arise.
Never, ever, EVER discount the responsibilities (and the amount of work) that come with governance in discussing what you are seeking. Be up front, be detailed, about what they are expected to contribute. It's better to have them acknowledge it's more than they are able to take on before joining than it is to put them in a position of 'failure.'
I'm so honored to have your brain trust right here commenting on my post!
I'm in complete agreement that a recruitment process must be rooted in open, honest and ongoing communication whether it be about the intentions of a prospect or the expectations of the institution. And the conversation needs to begin internally within the organization by asking and answering that question Nancy raised --"where are we going and who needs to be at the table to make it happen?"
I think, too, that the farther an organization extends its reach for board talent, the greater the need for clear, ongoing communication right from the start. It's another reason why board recruitment is an ongoing activity, not one relegated to a few weeks or months before an election.