Getting The Best From Your Board
If you're a nonprofit leader frustrated with your board, you're not alone.
It's one of the most common challenges I hear from executive directors, CEOs, and founders.
Board members don't show up fully engaged.
Meetings feel like information dumps.
Fundraising conversations never happen.
And instead of feeling supported, many nonprofit leaders feel like they're carrying yet another responsibility.
The truth is, most board problems aren't people problems.
They're clarity problems.
In a recent conversation with board leadership expert Elise Woodworth, we explored why nonprofit boards struggle, what effective governance actually looks like, and how organizations can create more engaged, accountable, and mission-focused boards.
The insights were simple, practical, and surprisingly powerful.
Why Nonprofit Boards Often Feel Frustrating
There is an inherent tension built into the nonprofit board structure.
Board members are responsible for governing the organization, yet they often look to the executive director for guidance.
Executive directors want strategic leadership from the board, but frequently find themselves managing, reminding, and motivating board members instead.
The result?
Everyone feels slightly confused about their role.
As Elise explained, much of this frustration disappears when organizations clearly define the difference between governance and operations.
When boards focus on governance and leadership, and staff focus on execution and operations, everyone can work within their strengths.
Without that clarity, board meetings often become status updates rather than strategic discussions.
The Real Reason Board Members Disengage
Many nonprofit leaders assume board members are disengaged because they don't care.
More often, board members simply don't know how they are supposed to contribute.
If every board meeting consists of reports, updates, and presentations, board members learn to become passive recipients of information.
They're told what's happening.
They're not invited to help solve problems.
As Elise pointed out, executive directors often bring all the successes to board meetings:
"Our event went great."
"Our programs are thriving."
"We hit our goals."
The board leaves feeling confident everything is working perfectly.
Meanwhile, the executive director leaves feeling overwhelmed and unsupported.
The solution is surprisingly simple.
Bring questions.
Bring challenges.
Bring decisions that require board-level thinking.
Give board members opportunities to lead rather than simply observe.
Start Every Board Meeting with the Mission
One of the most practical strategies Elise recommends is leading every board meeting with the mission.
Not the agenda.
Not the financial report.
The mission.
When board members reconnect to why the organization exists, discussions become more focused and productive.
A simple exercise is asking board members to share:
Why the mission matters to them
What inspired them to serve
A recent impact story that resonated with them
These conversations remind everyone why they're at the table in the first place.
Mission creates alignment.
Alignment creates engagement.
How to Get Board Members More Involved in Fundraising
Few words create more anxiety in a boardroom than fundraising.
Many board members immediately think:
"I'm not a salesperson."
"I don't know how to ask for money."
"I didn't sign up for that."
Elise recommends shifting the conversation away from fundraising and toward advocacy.
Before board members can ask for support, they need to become confident advocates for the mission.
She teaches a simple framework built around three elements:
Explain the mission in your own words.
Share why you personally care about the mission.
Highlight a meaningful impact the organization has created.
Once board members can comfortably communicate those three things, inviting others to support the organization becomes much more natural.
As Elise explained, the first ask isn't always for money.
Sometimes it's:
"Join me at our event."
"Come learn more about our work."
"I'd love to introduce you to this organization."
Advocacy becomes the gateway to fundraising.
Why Board Agreements Matter
Many organizations have board expectations documents.
Far fewer have true board agreements.
There's a difference.
An expectations document often focuses entirely on what board members must do.
An agreement recognizes the relationship goes both ways.
Strong board agreements answer two questions:
What do board members commit to?
What does the organization commit to providing in return?
When expectations are clearly defined and mutually understood, accountability becomes much easier.
Board service becomes a partnership rather than an obligation.
Creating Accountability Without Creating Conflict
One of the biggest misconceptions about accountability is that it requires confrontation.
It doesn't.
It requires clarity.
Elise recommends annual board assessments to help boards evaluate their effectiveness.
These assessments don't need to be complicated.
A simple survey can help board members reflect on:
Meeting participation
Mission engagement
Committee involvement
Strategic contribution
Overall board performance
The goal isn't blame.
The goal is growth.
When boards regularly evaluate themselves, they become more invested in improving their own performance.
The Most Overlooked Part of Board Development
If there's one area where many nonprofits miss a huge opportunity, it's board orientation.
New board members often arrive excited, passionate, and ready to contribute.
Then they're handed a binder.
Or a folder.
Or a massive collection of documents.
The energy disappears.
Instead of focusing solely on information transfer, orientation should focus on connection.
One of the most powerful questions you can ask a new board member is:
"What inspired you to join this board?"
That question immediately shifts the conversation from transactions to relationships.
It helps board members connect their personal story to the mission.
And it creates engagement from day one.
The Leadership Skill That Changes Everything
Throughout the conversation, one theme kept emerging.
Great board leadership isn't about having all the answers.
It's about asking better questions.
When organizations face challenges, many leaders immediately search for solutions.
Elise encourages nonprofit leaders to pause and ask:
"What question could help us move forward?"
A thoughtful question creates reflection.
Reflection creates dialogue.
Dialogue creates solutions.
And often, the quality of the answer depends entirely on the quality of the question.
Strong Boards Are Built Through Curiosity, Not Control
Many nonprofit leaders feel pressure to manage their boards.
The strongest leaders do something different.
They create space for discussion.
They invite ownership.
They encourage curiosity.
They ask thoughtful questions.
And they trust board members to step into leadership.
The result isn't just a more effective board.
It's a stronger organization.
Because when boards move beyond reporting and begin actively engaging with strategy, advocacy, accountability, and mission, they become what they were always intended to be: true partners in advancing the organization's impact.
Build a Board That Supports Your Mission
If you're feeling frustrated by board engagement, start with one simple question:
"What is one thoughtful question we could ask that would move us closer to solving our biggest challenge?"
The answer may reveal more than another report ever could.
And if you're ready to strengthen your board, improve donor engagement, and create a more mission-focused organization, connect with Maryanne Dersch to learn how influence-based leadership can transform the way your nonprofit grows.