What causes disconnection of nonprofit board members?
In my interview with Jeff Stratton, editor of Wiley Publication’s “Board and Administrator,” I addressed a challenge that continues to frustrate nonprofit CEOs across the country.
Jeff’s article, “Boost Board Commitment With This Recruiting Mindset,” explored the root causes of disengaged boards—and much of our conversation centered on a disconnect that begins long before a board member attends their first meeting.
As I shared in the interview, I consistently see and hear a “tremendous sense” of frustration from CEOs about the lack of board engagement and commitment. In my experience, that frustration is rarely about what happens in the boardroom. Instead, it stems from what happens—or fails to happen—during recruitment.
Too many organizations recruit reactively rather than strategically. They wait too long to fill board vacancies, give little forethought to the skills and expectations required, and then scramble. Recruitment quickly turns into, “Does anyone know somebody?” Instead of identifying the organization’s needs and clearly defining expectations, boards settle for what I call “slot fillers.”
When that happens, misalignment is almost inevitable.
Organizations often expect active participation, consistent attendance, committee involvement, and meaningful financial support. Yet they are not clear—or sometimes not honest—about those expectations during recruitment. We assume candidates understand the role. We hope they will “step up.” We rationalize that once they join, everything will fall into place.
It rarely does.
Fundraising is a common example. CEOs are often frustrated when board members fail to make direct asks or significant financial contributions. But if fundraising expectations were not explicitly communicated before the individual joined the board, that frustration is predictable. Introducing financial obligations after someone is seated feels like a bait-and-switch. It damages trust and diminishes engagement.
If you want board members who will fundraise, you must recruit people who can and will fundraise. That requires clarity, courage, and intentionality.
Another common mistake is failing to truly listen during the recruitment conversation. Prospective board members sometimes tell organizations they cannot meet certain expectations—whether that’s meeting attendance, committee work, or fundraising responsibilities. Yet organizations, eager to fill a seat, minimize those concerns: “That’s okay, you don’t have to attend every meeting.” In doing so, they knowingly recruit someone who has already signaled misalignment.
We push, we rationalize, and we hope for a miracle.
Then both sides end up frustrated.
The issue is not simply recruiting board members. It is recruiting the wrong board members because expectations were unclear, unspoken, or ignored. As I asked in the interview—and continue to ask organizations—if that pattern keeps repeating, whose fault is it?