Social Networking and the Non Profit World: Be There or Be Square.

This blog is sure to bring a few snickers from some of my associates. I really was the anti-social media person for quite some time.  Truth be told, I just didn't get it. I had a website. Didn't that make me "with it"? Didn't everyone see the beautiful pictures, links and content that made me so proud of my world wide web contribution?   Nonetheless, after years of fighting against the cyber revolution I've realized:  I was the last human being still not involved with social media and still using Windows XP. 

The first thing I had to understand about social media is that it's free and easy.  But, like others of you - I was a skeptic.  I also didn't understand what having a page on Facebook could do that my website couldn't.  It just seemed like one more thing I had to monitor and update.  And, guess what?  It is! Of course it requires work. But, it is worth it.  With Facebook - I could reach out to people - share my thoughts whenever I wanted. And, I could share my clients' successes with all of my followers with just a few key strokes.  If I update my website- I can go on Facebook and let people know to come check it out.  

Now, I am by no means a major player in the Social Networking world - but I get it.  And your organization should too.  Social Networking has changed the landscape for corporations, politicians, individuals and of course - non-profit organizations.  It can assist with building a constituency, public relations, stewardship, and more.  Now, before I sound like a commercial for Facebook - let me just say there are many other great social networking sites as well. Open up your mind to it, as I had to do, and you will find plenty.     

Here are some serious pros to utilizing social networking:

1. Messaging goes to an audience that self-selects an interest in your organization.

2. You are instantly able to share news or events as many times as you wish.

3. You can list and highlight new donors.

4. There are plenty of work-from-home folks that would be happy to get you set-up at a reasonable fee.

5. And, most importantly, $22.4 billion was given to non-profits over the internet in 2011!

So, in the words of Nike, "just do it."

Engaging Your Board For Effective Management And Oversight

Much of the subject matter of my previous posts has been about Board recruitment, development and responsibilities.  Here is where I tell you flat out and in no uncertain terms, where a board can overstep its power and in the most well meaning way – impede the organization from meeting its mission.

First, I need to talk about leadership.  The Board is the governing body of an organization.  They establish the mission and guidelines.  They recruit, hire and train the executive director.   And then, (here’s the hard part folks) they TRUST the executive director to handle and lead the daily operations of the organization.  A board cannot be an effective board if they get involved in every personnel issue,   marketing and communication pieces, or even each program that is developed.  Ever hear the expression, “too many cooks in the kitchen”?

Think of the board as the heart of the organization.  The board sets the tone and rhythm for the executive director to execute its directives.  They help with many tasks – including fund development, program development, finance, etc.  The board should focus on the big picture and the board members should focus where their personal talents and skills can most benefit the organization.  At any given time, a board member can be called on to assist in the writing of a marketing piece, help with a grant proposal or even offer advice on daily management.  Now, here’s the but – BUT, an effective board with an effective executive director knows that it is not a good use of time or resources if the ED is not empowered to make decisions and act on those decisions when necessary.

At times there can be a temptation for the president or executive director to rely too heavily on the board as a whole to review printed materials, critique solicitation letters and approve stewardship correspondence. There is a natural inclination to do so, especially when the organization is new and the board  is in its formative stages. Yet it is incredibly inefficient in trying to simply get things done. I know of one president who had her entire board review, edit and otherwise re-write each of three solicitation letters. To say this "gummed up the works" is an understatement. In addition, the Rule of Thirds came into play: one third read and commented on the letter, one third reviewed it and had no comments whatsoever and the remaining third never remembered seeing it. Needless to say, it wasn't the most effective use of anyone's time.

Board Responsibilities

In a previous blog, Board Basics, I mentioned the following: “An active and involved board of directors is the most critically important commodity to the success of a non-profit organization.  It is the Board’s responsibility to ensure that the organization keeps the promises outlined in the agency’s mission and for assuring that the agency is accountable for acting within the laws governing the operations of non-profit corporations.  Basically, a Board of Directors can make or break an organization.”

This was more about how important a board IS.  Here I talk about what a board DOES.  It is imperative that every organization have clearly defined responsibilities that are shared with each board member at the beginning and during his/her term.  A dangerous habit many organizations get into is failing to share this information until a time of conflict. 

A good method of practice is to have each board member sign a member agreement.  Many organizations offer free sample board member agreements.  A simple internet search will help you find a wide variety of these documents and select the one that is the most relevant to your organization.

In addition to any specific duties as assigned by an institution's charter, there are many areas where Board members are often called upon to become involved. What follows is an attempt to present broad guidelines for board members, to be refined and defined by the individual non-profit.

1) Be active in the achievement of the organization’s mission and goals.

2) Attend a specified percentage of board and committee (if applicable) meetings.

2) Support the chief administrative officer by allowing them the latitude to operate the institution and pursue its mission without undue interference.

3) Board members should avoid becoming involved with personnel issues other than the hiring or dismissal of the chief administrative officer.

4) Be informed and help influence the creation of the institution's mission and policies.

5) Prepare for meetings by reading and researching in advance agenda, policy issues or related issues.

6) Refrain from making special requests of the staff especially without consulting the chief administrative officer.

7) Make a personal financial commitment commensurate with one's means.

8) Assist in keeping the board viable by making suggestions and nominations for new members.

9) Actively participate in 1 or more fundraising activities.

11) Provide financial oversight.

12) Ensure integrity both legally and ethically.

I can’t stress enough the importance of defining roles and responsibilities for each board member.  In my experience, the most challenging thing a staff member or volunteer experiences in their non-profit career is a board that hasn’t taken the time to map out its goals and role in achieving them.  This creates hurdles that are unnecessary and wastes valuable time and other resources that could otherwise be utilized to help the organization further its mission.

Board Basics

I would like to say ‘Board Development’ has become a hot topic with non-profits, but the truth is, it has always been, and always will be, a hot topic- as it should.  An active and involved board of directors is the most critically important   commodity to the success of a non-profit organization.  It is the Board’s responsibility to ensure that the organization keeps the promises outlined in the agency’s mission and for assuring that the agency is accountable for acting within the laws governing the operations of non-profit corporations.  Basically, a Board of Directors can make or break an organization.

Here is a brief overview of the key elements involved in Board Development simply described in what I like to call, the four R’s:  Recruitment, Retention, Recognition and Rotation.  

Finding the right people to serve on your board is more of an art than a science.  First, you need to recruit those that have a passion for your mission.  It is an honor to be asked to serve on a board of directors and you want to make sure that the people you invite have a strong commitment to what your agency is trying to accomplish.  Second, a good board member must have the means to give to the organization in a significant way.  By this, I do not only mean financially.  Giving of one’s time, treasure, or talent are all ways of making a significant impact on an organization.   There are many other characteristics to a ‘perfect’ board member, but ultimately a passion for the mission and the means to give (in some fashion) would be the most essential aspects in your search.

In terms of retention, board members must be trained and given the appropriate resources to successfully carry out their responsibilities.  Job descriptions, meeting agendas, calendars, minutes, governance rules and policies are just some of the basic tools that must be provided to each board member.  Additionally, updates on the organization’s successes and areas of concern should be shared regularly.  A steady stream of communication between the agency and its governing board is imperative to its success.  Consider your board your mouthpiece in the community.  If you share, they share.  It’s everyone’s job in a non-profit organization to ensure that the board of directors is readily prepared to communicate the mission, the success and the challenges that the organization faces.

As with any type of volunteer position, recognition should never be overlooked.  Remember the Robert Fulghum book, “All I Really Need To Know I learned In Kindergarten”?  We all know we are supposed to say thank you when someone helps us.  That’s all recognition is, saying “Thank you” often, always, publicly and privately.  Serving on a board is a big commitment and should be appreciated.  Additionally, public forms of recognition – i.e. events, newspaper ads, etc offer a great marketing opportunity.

The final ‘R’ is often the most difficult, especially for younger organizations.  Rotating board members can be tricky, but not if it is a concept discussed up front and often.   You’ve probably heard of the famous saying from Henry Ford, “If you always do what you have always done then you will always get what you‘ve always got.”  Rotating board members, both on and off, allows the organization an opportunity to grow with new perspectives and experience levels – while maintaining some of its unique traditions. 

I have had the honor of working with various types of boards and I have found if you really pay close attention to the four ‘R’s you have a great road map for success.