LinkedIn Launches Board Connect Service

LinkedIn, the social network for professionals of all sectors, has just announced the launch of their new Board Connect service for nonprofit organizations. If you're not already familiar with LinkedIn, it began, basically, as a place to post your online business profile/resume and connect with others in your field to grow your network using a "six degrees of separation" model. Other features and refinements over the years have turned LinkedIn into an essential social network for all professions, including active discussions, groups, job boards, and more.

The new Board Connect uses LinkedIn's "Talent Finder" to help you search for professionals with the skills your organization needs. Likewise, professionals interested in board service can search out organizations that meet their interests. Best of all, the service is free to nonprofits (business use of the Talent Finder can cost $1,000).

So, what could be wrong with all this? Well, in one of those active discussion groups on LinkedIn for Nonprofit Professionals, Michael Wyland (of Sumption & Wyland Consulting) says of the service that "the pitch is off-key and reflects antiquated views of board service." Michael recognizes that the LinkedIn service can be beneficial to the organizations that choose to use it, but, he notes:

"Searching algorithyms can get a nonprofit only so far. ... The 'pitch' in LinkedIn's blog makes no mention of governance, board member obligation, legal exposure, and the duties of board service in an increasingly regulated and scrutinized environment. The days of viewing nonprofit board service as an expression of noblesse oblige and an opportunity to network are fading fast, if not already gone."

Terrie Temkin (of CoreStrategies Consulting) replies, in part, that nonprofits "must still do the hard work to vet potential [board members]." She states that this is true, not just of LinkedIn's new service, but of all board matching programs.

I will agree with Mr. Wyland, and add that the "antiquated view" of board service as noblesse oblige and a social activity not only exists within some board matching programs and the well-intentioned attempts at encouraging board service in corporate circles, but within far too many nonprofits themselves.

When I work with boards, I find there can be a very fine line between those boards where the members are comfortable with each other, share outside interests and relationships, but still manage to accomplish the serious business of governance of the nonprofit corporation, and those boards where their shared social situations and relationships stands in the way of good governance.

Often, the one thing that makes the difference as to which side of that line an organization is on is simply good board training. Nobody has ever gone to these boards and explained what their role is or should be on a legal, fiduciary, and ethical basis. They're not shirking their responsibilities; they've just never been made aware of their full responsibilities.

I will also agree with Ms. Temkin, and add that the process of vetting potential board members is a continuous one. It does not start when a member leaves and a seat opens up, but proceeds according to a plan that includes methods of identifying new recruits, the vetting process, suggestions for other volunteer activities until a board seat is open (non-board members may sit on committees, help with events, etc.), and a process for how the full board votes on and welcomes in new members.

Consultants (such as Mr. Wyland, Ms Temkin, or myself) can help your board with both proper training on roles and responsibilities, and with creating a board development and recruitment plan.

If your organization is interested in LinkedIn's Board Connect, you can learn more about it on the LinkedIn blog here, or go direct to the LinkedIn Nonprofits page here. While you're at LinkedIn, you can join my network through visiting my profile here.

Boardroom Musical Chairs

At lunch with a group of consultants a couple of months back, we were lamenting the tendency of certain local organizations to fill their empty board seats by simply bringing on the termed-out board members of closely-linked organizations. In this scenario, as positions open up, a director will typically say, "What about so-and-so? I know her from board X." And so on, as our boards shuffle around in very small circles.

So, what's wrong with this? We recycle everything else, why not our boards of directors?

Yes, we get new members with experience serving on boards this way, but we never seem to question the depth or value of that experience. When we only recruit within our existing circles, we don't open up our boards to new ideas, new connections, and a broader range of experience.

Adding like-minded, friendly board members, who we already know, will never challenge us to consider different points-of-view, other ways of looking at the problems we face, or force us to take an honest look at our organization's practices.

Many people are drawn to serve on a nonprofit board of directors because of the social experience. We enjoy working with our friends on an issue that is close to our hearts and is important to our community. We feel it strengthens our friendships, and brings meaning to these pre-existing social relationships. And, indeed, boards of friends may be less likely to miss meetings, and might challenge members to work harder lest they lose face in front of their peers.

But there's also the very great danger of group-think. Amongst one's friends, one is less likely to speak out against a seeming popular decision. Peer pressure, and not wanting to seem out-of-step, makes yes-men and women of too many of us. The fear of harming the personal relationship makes us timid in our professional responsibilities.

Many organizations use web-based services like VolunteerMatch or BoardNetUSA to find new directors. Others advertise for board members the same as they'd do for any open staff position. Local board training and recruitment programs can often be found within chambers of commerce, community leadership programs, or nonprofit resource centers. Recently, I received an email from a national organization I belong to, asking for board nominations from among their entire membership.

So, what about your organization? Are you recycling board members within your circle of the usual suspects? Or are you actively developing new sources of recruitment? I'd love to have your comments below on where you are finding new blood for your board.

Two in three Americans volunteer - Good news or bad?

According to a new survey by Thrivent Financial for Lutherans, 64% of American adults had "performed some type of volunteer activity in 2006". So, is this good news and bad? How about both...

It's great news! A sizable majority of your community members, constituents, potential supporters, and neighbors are actively involved in helping nonprofit organizations achieve their missions.

This means that if you have volunteer needs in your organization (and if not, why not?), then you should have an eager army of people ready and willing to perform for you.

It's awful news! As impressive as 64% volunteering sounds, it's actually significantly less the number who wanted to volunteer! The Thrivent survey found that 86% would have volunteered, if the opportunities had been available.

This means that we, as a sector, are doing a rotten job of either providing the right opportunities, or of promoting and recruiting for those opportunities, or both.

Does every mailing and newsletter that goes out from your nonprofit include a phone number and name of the person to contact for volunteer opportunities?

Does the front page of your web site include information on volunteer opportunities, and a one-click means of finding out how to take part?

Or are you afraid of over-promoting these, because you prefer to promote giving opportunities? Well, consider this old axiom: money follows involvement. 90% of volunteers are potential donors. If you get them volunteering, the donation ask actually gets easier!

And that is good news all around

(Thanks to Dave Rustad for the link!)

Full Disclosure in Board Recruitment

Liz Heath, executive director of The Nonprofit Center in Tacoma, Washington, has an article in the Tacoma News Tribune advising nonprofits to let future board members in on whole truth.

This seems like it should be such obvious advice, but it is unfortunately necessary. Many times we're anxious to recruit new talent to our boards, so we soft-pedal the requirements and expectations. Worse, we are not honest about the challenges facing our organizations and paint a rosy picture of fiscal health and sustainability that may not be entirely true.

We do the new member and ourselves a disservice when we operate that way. First we surprise them with fundraising responsibilities that they're not properly trained for, then we hit them with budget realities and possible cuts in services. The new member feels they were lied to, and wonders what else is coming around the next corner. Our relationship with this new member is compromised from day one.

On the other hand, a board prospect who was briefed on all aspects of board service - the rewards and the challenges - comes to the first meeting ready to work, and prepared to take on the tough decisions (and maybe write a check).

Nobody likes to be surprised by additional work or questions they have not had time to consider. Proper preparation and full disclosure makes board life run much smoother and is the key to good governance.