Tactics for Effective Board Member Onboarding

Set Clear Expectations

If board members don’t understand the association’s culture and strategic plan, they may derail progress or add additional work that isn’t authorized.

“Have a clear, concise strategic plan that can serve as a North Star against which the board can consider new ideas and projects,” Dalton said. “One that offers a balance between inspiring innovation and creativity without taking the organization off course or detracting from the mission.”

According to Falchek, a lot of what associations do for incoming board members is built around the prudent-person rule, a legal principle that says a prudent person with this responsibility should be aware and knowledgeable about certain things.

“For associations, that would include recent work of the board, the current financial status, and the organization’s role,” he said. “Elements such as a year of minutes, financials, the most recent audit, board policies, programs and services, and legal matters help directors meet that standard.”

Falcheck also recommends securing a signed commitment from incoming directors. He uses a “Consent to Serve” document, which is a three-way agreement among the chair, executive, and new director summarizing the rights, responsibilities, and expectations each party has to the other.

“People are more likely to comply with something they sign their name to,” he said. “It can be a screening tool as well. Some prospective directors may read it and turn down the post.”

Allow Room for Growth

In addition to offering opportunities for volunteer leaders to get to know each other and setting clear expectations, Dalton recommends asking board members for feedback on how to improve the experience.

NFID provides a survey to board members after the onboarding session. The questions touch on what directors like and didn’t like about the process, suggestions for alternate approaches, whether the meeting helped them understand their role in the organization, and whether they understand how they can contribute to fulfilling its mission.

Through these surveys, NFID ensures its onboarding process meets expectations. For example, one board member told Dalton last year that the association should return to in-person onboarding sessions. When she included that question in the survey, most of the board preferred virtual meetings because they fit better into their schedules.

“Getting feedback is crucial,” she said. “If members feel that something isn’t working, then we need to be open to making changes. An engaged board member who sees the big picture and understands where they fit in is a great asset, so you need to do [onboarding] right.”