The work of finding and recruiting trustees, including nominating, is done by the Governance Committee.
That doesn’t mean that these activities fall only to this committee. All board members participate in recruiting, screening, nominating, and onboarding new trustees -- or non-voting committee members.
As with all aspects of board governance, it’s important to follow good process.
Potential candidates are recommended to the Governance Committee.
If the candidates prove, through your interviewing process, to be a fit for the committee or the board, the Governance Committee will recommend the candidate to the full board for a vote.
All candidates serve as non-voting committee members before being nominated as trustees.
This strategic practice holds multiple benefits -- for the full board, and for each potential trustee.
First, it gives the candidate a better jumping-off point.
For example, if the candidate has strong financial skills and will be added to the Finance Committee, they will be more in their comfort zone. They’ll have an easier time getting acclimated to board work than if, from day one, they must also learn the whole alphabet soup of state testing acronyms while simultaneously understanding the organization’s business model.
Also, serving on a committee is less of a time commitment for the candidate.
By asking less of the person at the outset, you give them the chance to take on a role that’s doable and ramp up to the demands of full trusteeship once they’re even more committed to the organization and more comfortable with your board.
Finally, it's great for strategically building your team.
In committee work, you’ll see if the person really is a good at group process, brings additive skills, and can really make the time commitment. If this is the case, then when there is an opening on the full board, you can nominate the new trustee, knowing they’re a proven resource.
It’s important to note that some people are delighted to serve on a committee for a long period of time. Not all candidates will aspire to the responsibilities of full board membership.
What if the candidate isn’t a perfect fit?
The short answer is: Don’t take them. If you know they’re not a fit, do not offer them a position on your board. Even if you’re feeling stressed about how much you need a new trustee.
What if you’re not sure of a candidate?
This is another reason why starting someone out on a committee is a good move. If they perform well, choose to move them up to the board.
What if the CEO isn’t sure of a candidate?
The CEO should play an active role in board recruitment and have veto power over the nomination of any trustee. After all, the board-CEO partnership is vital to any charter organization’s success.
What if they can’t make the time commitment?
If they meet all of your other criteria, but simply don’t have the time to serve on the board, find other ways for them to help. Could they work on a short-term project or serve on a committee?
It’s very hard to say “no” when you see your mission in action! Dipping their toes in might help them figure out how to find the time for full trusteeship.
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