In my Chamber Pros Online Conference interview with host Frank Kenny , we explored one of the most persistent frustrations chamber, association, and nonprofit executives face: *Why don’t my board members do what they’re supposed to do?* The issue of unmet board expectations is so common that it’s a central theme in my book, Stop the Nonprofit Board Blame Game. Fortunately, the reasons behind disengaged or underperforming board members are more solvable than many realize.
One of the biggest contributors to board underperformance is a simple but often overlooked challenge: a lack of clarity. Expectations may feel obvious to staff leaders, but if board members aren’t involved in defining those expectations, they’ll never fully own them. As my friend Dr. Jack Hawkins says, “If they help bake the cake, they own the cake.” When current board members participate in shaping expectations during strategic planning, they’re more committed to fulfilling them.
Clarity is equally important when recruiting future board members. Too many organizations rush the recruitment process, leaving little room for meaningful conversations about responsibilities. This leads to selecting individuals who may be influential but not prepared—or inclined—to meet your expectations. Recruitment must be intentional, not a last-minute scramble. And it must include a two-way conversation: you outline expectations, then stop talking and listen for acceptance. A hesitant “no” is often far better than a pressured “yes.”
Another common barrier is board composition. Organizations often default to recruiting their largest investors or most prominent community leaders. While these individuals bring credibility, they aren’t always doers. If your expectations rely heavily on hands-on involvement, you may need a different mix of skills and personalities. Recruit to your strategic plan—just as championship teams target players who can help them win, you must seek board members who can help you meet your goals.
Finally, remember that board members are volunteers. They are not immersed in volunteer board work 24/7. Follow-up isn’t micromanagement—it’s stewardship. Secure agreement on tasks, define outcomes, set timelines, and check in with specificity. And always provide recognition; even the most accomplished leaders appreciate appreciation.
Healthy board engagement doesn’t happen by accident. It happens when leaders stop assuming, start communicating, and become intentional about recruiting and supporting the right board members. When you do, you’ll spend less time awake at 2 a.m. wondering what to do next—and more time celebrating a board that truly performs.
Thank You Frank Kenny for opportunity to be a part of your Chamber Pros Online Conference!