What Nonprofit Boards Really Need
A diverse group of professionals collaborates during a meeting in a modern conference room with large windows overlooking the city.
I’ve spent most of my career working directly with nonprofit board members, and I currently serve as the chair of a nonprofit board myself. That experience has taught me something important: the best board members are those with real-world expertise that aligns with what nonprofits actually need to succeed.
That’s why I found myself disagreeing with a recent article in The Chronicle of Philanthropy suggesting that MBA students with no work experience are ready to advise and oversee mission-driven organizations. Should emerging business leaders find ways to support worthy causes? Absolutely. But board service isn’t the place to start. Instead, they should begin by volunteering in ways that match their current skills and allow them to grow their understanding of the nonprofit sector.
The role of nonprofit boards
Nonprofit boards are responsible for overseeing an organization’s direction, holding leadership accountable for strategic goals, ensuring legal and ethical compliance, and helping connect the organization to communities, funders, and potential collaborators.
These are high-stakes responsibilities that require more than academic training. They demand sound judgment, deep familiarity with the nonprofit landscape, and lived experience navigating the challenges that come with advancing a mission under pressure.
These aren’t skills that can be learned in a classroom or capstone project. Nonprofits need seasoned, mission-aligned professionals.
What to look for when recruiting nonprofit board members
If we really want to strengthen nonprofit governance, we need to be more thoughtful and strategic about who we invite into board service. That means:
Prioritizing relevant experience over prestige. Look for leaders who’ve worked in nonprofits, community organizing, public service, or adjacent sectors.
Valuing lived expertise. People who’ve served communities, raised funds, managed programs, and led teams in nonprofit settings bring critical insight to the boardroom.
Challenging the corporate default. Just because someone has a strong private-sector résumé doesn’t mean they understand what it takes to run a nonprofit.
Creating multiple pathways to leadership. Serving on a nonprofit board isn’t the only way for people to contribute to an organization. Make room for emerging leaders, but pair that with mentorship or advisory roles until they’re ready for fiduciary responsibility.
If you’re building or reshaping a board, think about the unique skills and experiences that each potential board member has to offer. Think also about the needs of your organization. What gaps exist that a new board member could fill? Ask: Does this person understand the unique challenges and opportunities of nonprofit work? Can they offer grounded, relevant advice? Do they bring relationships and perspectives that will move the mission forward?
Nonprofit boards play a crucial role in an organization’s success. When building yours, prioritize leaders with firsthand nonprofit experience, practical insight, and a clear understanding of what it takes to help your organization grow and thrive.
