When it comes to hiring new board members, everyone wants the right people on the team. Dozens of resources focus on how to probe a candidate’s qualifications as well as their willingness to make the time commitment. Yet cultural fit often remains a mystery.
Earlier this month, YNPN National began onboarding eight new and talented Board members. Every year we work to improve our board recruitment, onboarding, and engagement. We want the right people on the team, which means we focus on qualifications, motivation, and cultural fit. We talk about our culture openly in our outreach, interviews, and calibration process.
Culture has become a bit of a buzzword lately. The idea of “cultural fit” became popular during the development of organizational psychology in the 1970s, but many myths about organizational culture remain.
As we kick off 2015, let’s take some time to examine a few of the most common myths around hiring board members for cultural fit and how YNPN approaches board culture.
Myth 1: Your mission statement defines your culture.
Mission, values, and vision statements can mirror culture, but organizational culture is based on shared attitudes, unwritten rules, and even traditions developed over time.
At YNPN, we talk consistently and formally about our board’s culture during every board meeting and informally through our internal communications. We talk openly about the behaviors we believe in, model, and articulate externally.
During the recruitment process, we look for leaders who successfully develop collaborative remote relationships, who listen thoughtfully during strategic conversations, and who stay flexible and resilient when uncertainty exists. And we ask directly about these behaviors in our recruiting outreach, interviews, reference conversations, and our candidate calibration. But we also look for endurance, which brings us to our next myth.
Myth 2: Urgency trumps everything.
Many of us have worked in cultures where “bias to action” was encouraged at all costs. Yet often that leads to reactive tactics fueled by adrenaline and shortcuts. The conventional wisdom about interview questions encourages us to ask candidates about working under pressure, making quick decisions, and re-prioritizing goals on the fly.
We see things differently at YNPN. We want someone to articulate a passion for our mission that translates into a strategic sense of urgency. In addition to urgency, expanding our national movement requires endurance. Endurance is inconvenient when you’re focused on short-term goals and quick turnaround, but a strategic sense of urgency for our mission that prizes being around for the long haul is what will sustain us through the ever-changing challenges we face.
Myth 3: Teammates who fit will hit the ground running.
In many industries and organizations, leaders prioritize “hiring for fit” so that new employees immediately impact short-term financial results. Investing in anything but a short onboarding is seen as low ROI. I often hear from managers who argue that when you hire for fit, you can speed through onboarding and move to revenue generation.
And as on any strong board, YNPN National Board members are responsible for growing revenue and supporting financial sustainability. Rather than speed through onboarding, we are intentional about our new board members’ First 90 Days. We create space for new relationships to form, both with peers and with Board leadership, and for the content and format of each new board member’s engagement to take shape. We believe that this is how we’ll maximize the value of each board member’s unique contributions.
Myth 4: Ask a candidate about her idea of an ideal culture.
“Describe the working environment that enables you to work at your best,” is a commonly recommended question to probe for culture fit. The thinking is that people who describe something similar to your existing way of working are a good cultural fit. But evaluating candidates in this way can lead you to select people who might not be able to bring fresh perspectives that will help keep your culture healthy.
At YNPN we’d rather hear about what stops you from performing at your best, or what teammates can do to hold you accountable when you’re feeling overwhelmed. A successful culture can encourage people to work together across differences in preference and style. Which brings us to our final myth...
Myth 5: Board culture is one-size-fits all.
We aim to tell board applicants who we are and what it’s honestly like to work alongside us, but we must balance fresh perspectives with existing board culture.
Why? Because we look for people whose primary motive is to advance our mission and sometimes that requires changing and adapting. Great leaders are learners and listeners, and as we strive to lead this crucial national movement, we surely have many more organizational myths to bust along the way.
What are some myths (and truths) about organizational culture that you’ve seen?
Kate Capossela, MBA serves on the YNPN National Board, where she leads the Board Development Committee, which oversees several board functions, including recruitment. She is a passionate advocate for strengthening nonprofit management, especially talent development, and she has served in leadership roles at national nonprofits, grassroots organizations, and the private sector. She lives in San Francisco.
If you're interested in exploring organizational culture further, Kate recommends The Psychology of Behavior at Work
Last week YNPNdc celebrated their 10th anniversary. In this post from their blog, YNPNdc alum Billy Fettweis shares what he learned as a member and board member of YNPNdc.
When I joined the YNPNdc board in 2009, I was naïve about what to expect. I suppose I should have known that, over the course of my two-year term, I’d develop skills and meet great people. As it would turn out, that’s pretty standard for board leadership. But it is those lessons and experiences that I never would have anticipated that keep me supporting YNPNdc today.
I served on and would later co-chair the Professional Development committee, the group that plans monthly workshops for members. Throughout my time with YNPNdc, I developed skills invaluable to my professional career, including running effective meetings, motivating long-term volunteers, and even managing conflict. In many cases, these were skills that I hadn’t had a chance to practice during my full-time job – a common refrain among my fellow leaders, who valued YNPNdc as an outlet for their creativity, drive, and passion. The network and friendships that I built with these talented individuals kept me motivated even when challenged by the demands of YNPNdc board service.
One of the most unexpected benefits of my time with YNPNdc was the appreciation I developed for board service. Early in my career, I had a rare opportunity to learn that board service is a unique way to make a difference for a cause you believe in while also advancing your own career through new skills and networks. Serving with YNPNdc helped me relate to and manage the boards of nonprofits where I’ve worked since then. And as I rolled off the board of YNPNdc, I leveraged my experience to join the board of SMYAL, the leading DC nonprofit addressing the needs of LGBTQ youth. At SMYAL, I started a volunteer committee to engage young professionals in SMYAL’s work, and all of this would have been impossible without YNPNdc.
But most important, and perhaps most unexpectedly, YNPNdc gave me pride in the nonprofit sector. Many of us hear the negative stereotypes – that nonprofits are unbusiness-like and chaotic, and the early career professionals who work there are idealistic “do-gooders” who will soon realize they can make more money in the for-profit sector. YNPNdc taught me that these stereotypes are ignorant of those strategic, thoughtful organizations and individuals who are making change – often gradually, often beneath the radar, but in enduring and inspiring ways.
As young nonprofit professionals, we’re tenacious, we’re ambitious, and we’re incredibly resourceful (often because we have to be). We work for nonprofits not just because we have an idealistic view of how we want the world to be, but because we have a shared understanding of the opportunities that should exist in a just society and because we believe that each one of us, regardless of profession, has a stake and a responsibility for making this vision a reality. YNPNdc is a community where these leaders meet, share ideas, and inspire one another. And I’m proud to be a part of it.
Billy Fettweis served on the YNPNdc Board of Directors from 2009-2011, serving on and later co-chairing the Professional
Development committee. He is now the Manager of Development at Children’s Law Center, the largest legal services nonprofit in DC, which provides legal services to at-risk children and their families. Prior to this role, he was the Senior Development Manager at the Parkinson’s Action Network, where he was responsible for generating $2.2 million in annual private revenue. He also served as Director of Volunteer Services at Greater DC Cares, where he managed all hands-on and skills-based volunteer programs, which engaged 43,000+ volunteers annually and supported 900+ community-based organizations. Billy is orginally from Randolph, NJ and now lives on Capitol Hill. A graduate of George Washington University, he also serves on the SMYAL Board of Directors and has served on the Local Advisory Board for LIFT-DC.
by Alnierys Venegas, cross-posted from YNPN Chicago.
Castle Pub was energetic and vibrant as YNPN Chicago celebrated its Board Meet and Greet. It was great to see the overwhelming response of YNPN members who are interested in board service. While mingling with prospective recruits, I reflected on my own personal journey as a member of the YNPN Chicago Board and the valuable lessons, as well as experiences, that I have learned throughout my tenure.
It is exciting to be a part of a member-driven, all-volunteer, working board of young nonprofit professionals committed to enhancing the sector, but there are three key things that I have learned during my time with YNPN that I would like for those considering board service to think about:
You Are the Workhorse – Being a part of a board will require completing tasks independently, or in a team, in order to assist with the organization’s strategic plan, mission, and vision. Often times, people assume that board involvement has little to no responsibilities aside from attending meetings, so you’ll often overhear comments like this:
“Huh…this is so much work.”
“I didn’t’ think I was going to be responsible with actually executing the idea I presented in the meeting.”
“Can’t somebody else take on the responsibility?”
My YNPN colleague, Aaron House, explained this concept best in his blog, “A Board Service.” You will be expected to be accountable for taking on tasks outside of the board room. In short, you are the workhorse.
You Create the Experience – Aside from the work that is expected, there will be plenty of opportunities to attend board events, functions, and meetings. This is a great opportunity to get to know your peers and meet new meet people. If you choose not to attend or if you limit yourself from engaging in those extracurricular activities, then your board experience will, more than likely, not be as enjoyable or fulfilling as it could be. The whole purpose of board participation is growing personally and professionally while connecting with individuals that could aid both in your career and personal lives. Connect. Engage. Create a memorable experience!
You Make a Commitment – Board terms last 1-2 years. That can seem like a pretty long time for a young professional, especially when you don’t know what kind of life circumstance you will face such as family, relationship, school, or career changes. Despite these circumstances you should honor your term commitment. Doing so not only demonstrates steadfastness, but your ability to respect your peers who joined hoping to have your support in board service. Not to mention, it also helps to build your character.
As I end my board service with YNPN Chicago, I will take with me not only these key lessons, but a phenomenal experience that allowed me to meet new people, learn about other nonprofit organizations, and develop new skills which helped me to grow personally and professionally. Take it from me…be accountable, enjoy your board service, and honor the commitment that you accepted. It is worth it.
YNPN National is currently working on broader strategies to address the issues of coaching access and affordability. As part of that strategy, the following post is part of an ongoing series aimed at raising awareness about the importance of coaching and tools for accessing this critical support - both amongst our members and the sector at large.
Unleashing Your Best Self: An Interview with Cathy Wasserman, Professional Coach
By Betty-Jeanne Rueters-Ward
Last year, I sought out a colleague for a heart-to-heart: Alongside my demanding nonprofit job, I yearned to move my career forward. My coworker seemed to have endless energy and inspiration for his own professional development. He urged me to hire a coach, and referred me to Cathy Wasserman, owner of Self-Leadership Strategies, which provides depth, career, and executive coaching.
I became a client of Cathy’s – and a passionate believer in the transformative power of coaching. I recently spoke with Cathy about her work:
Why work with a coach? What’s in it for social change leaders?
CW: Coaching enables people to dig deep around their unique strengths, growing edges, and values. Ultimately, when people maximize what they can share of themselves, social change efforts maximize as well. Social change requires as many people as possible to articulate their ideas, problem solve, and bring their best self to their work.
Coaching lends itself well to the challenges and complexities of addressing social problems. It helps people navigate contradictions within organizations: the gaps between mission and what is actually happening.
Coaching can exponentialize someone’s work for social change – both within larger society, and within themselves as a healthy, effective change agent. Coaching allows people to learn from all that is happening, and sustain themselves for the long haul.
What mental barriers do you see in people struggling to reach career goals?
CW: There’s a real challenge in allowing ourselves to be fulfilled, to go for what we want, to stop doing what isn’t working. Human beings have trouble embracing our greatness and possibility; we tend to undervalue our skill, value, and intrinsic worth. We over-identify with our inner critic, and work within environments that feed that back to us.
Ironically, those barriers are often catalysts for growth – levers for unleashing more of ourselves – but in the moment, they can be confusing and frustrating. Coaches help people to realize their mental barriers as opportunities for growth and discovery.
Are there particular challenges nonprofit leaders face?
CW: Intrinsically, there’s a sense of “fighting the good fight”, of coming from behind. Nonprofit leaders, more than the average person, have a sense of scarcity, of more limitations they’re working against. There are also logistical realities of working for nonprofits: For example, because there is less money than in the corporate sector, there is also less leadership development training available.
What’s one exercise someone can engage in to move forward in their career?
CW: Start by getting clear on your mission, values, and priorities – personally or professionally. I consider that the foundation of the house of leadership. We need that to help direct our energy and stay on track. It’s difficult to move forward strategically and sustainably without that “north star”.
How did you get into coaching?
CW: I’ve coached informally throughout my career, for example as a community organizer in the feminist and youth movements. There wasn’t much language of coaching at the time – it was just something I did. Eventually, I studied social work and was trained as a therapist, a discipline closely related to coaching.
I decided to work at both micro and macro levels: Besides coaching individuals, I worked as a management consultant for the Support Center for Nonprofit Management. Through one of my trainings I met folks from Idealist, and was invited to write a career coaching column, “Ask Cathy”. There was a tremendous response from readers seeking coaching, so I developed a coaching business. As with many coaches, my road was long and winding – but really, I’ve been coaching all along.
Would you recommend coaching as a career path for others?
CW: Coaching requires an ability to really witness and be present to someone. It demands skill and mastery of one’s relationship to the self. As that muscle is built, you can be more and more available to others, and support them in a powerful way, helping them unlock themselves and explore what’s going on within them.
Coaching isn’t for faint of heart. You need to be able to go into crevices of someone else’s humanity. People will resist and limit their own growth and get frustrated by it, which can make the coaching process difficult. A coach has to be energized by that challenge.
What’s the most rewarding aspect of being a coach?
CW: It’s a real privilege to witness someone’s growth process, as they tackle the truth of who they are, who they’ve been, and who they’re becoming. Sometimes it’s about bravely looking at your own “shadow” side, and dealing with it. The role of coach and client is to take risks and move forward, even with the fear and anxiety and doubt that come up. That people allow this process to happen is a source of great gratitude and joy for me.
For many people, being a board member conjures up images of wealthy people writing checks and hosting fundraisers. While supporting the financial well being of a nonprofit is certainly part of a board member’s responsibility, there is a range of roles that board members can play and plenty of opportunities for people to volunteer their time and talent to support an organization they love.
This month I celebrate my one-year anniversary as a member of the Young Nonprofit Professionals NetworkNational Board. I joined the YNPN Board because I understand the importance of supporting and cultivating the next generation of nonprofit leaders, which will help ensure the sustainability of the sector in the long-term.
As a result of my pro bono work with YNPN’s National Director in the months prior to joining the board, I felt excited for this opportunity not only to give back by sharing my expertise, but also to gain new skills. This first anniversary has me thinking about some of what I have learned in the last year from this experience. I thought that it would be worthwhile to share a few specific ways that my board service has helped my career and how it might help yours, too:
Expand your network
A big responsibility of being on a board is raising awareness and funds for the organization. As a result, I have had the opportunity to connect with supporters from a variety of places.
For example, in the last year, I have come into direct contact with officials from well-known foundations, many leaders and members of YNPN chapters from across the country, some of the generous sponsors of our National Leaders Conference, and some of our strategic partners. By connecting with all of these people, I can get their assistance in pushing YNPN forward, but I also have the opportunity to deepen our relationship in the future. Since first being introduced to the writings of Keith Ferrazzi and his colleagues at Ferrazzi Greenlight, I have made it my business to build my network before I need it, so that it’s vital and ready whenever I need to call upon people in it; this strategy allows me to have greater long-term reach in my personal and professional lives.
Raise your profile in your organization and profession
By being on a board, I not only expanded my network but I also picked up new skills, ideas, and opportunities for my full-time work.
Just talking about some of the work I have been doing on the YNPN National Board has led to some interesting conversations at work and (I hope) displayed my commitment to building a long and successful career in the non-profit sector. Additionally, having direct board experience has definitely rounded out my approach to dealing with the members of the I-House Board of Trustees in all areas.
Strengthen project and team management skills
If you join a board, chances are you’ll join a committee (or a few) which means you’ll have to learn quickly how to manage projects and teams in order to help move the organization forward.
Personally, I have had to step up my game when it comes to project and team management, especially because we do the bulk of our work remotely. Managing your work as part of a team and assuring that the team moves forward is hard enough when done face-to-face, but requires extra focus and greater attention to detail when done remotely. These skills have surely bled over into my professional life as I have found myself being as clear as possible about strategy and goals, while also striving to be kept accountable as I keep my co-workers accountable.
Become a better coach
While being a board member can certainly help you grow your network, the real impact and change come when you do some hands-on work, specifically by helping others reach important goals.
At my first National Board Retreat, I led an informal session on fundraising to get an idea of how comfortable my fellow members were with fundraising concepts and making the ask. After establishing this baseline, I have partnered with my colleagues on the Board Development Committee to provide resources to deepen our collective fundraising knowledge and have worked one-on-one with each member on their personal giving & fundraising goals for the year. This individual work has allowed me to build coaching skills that will come in handy in my own efforts to better integrate the members of my organization’s board into the full spectrum of our fundraising program.
For those readers who are currently on boards or recently served on one, what skills did you gain and how did that impact your work?
For those who have not yet sat on a board, what would you like to get out of this service? And if you are considering it, what is giving you pause?
Dan is the Assistant Director of Development, Individual Giving at International House, a residential learning community primarily for international graduate students pursuing their studies in the Greater New York region. In this role, he oversees the annual fund, major gifts and planned giving portfolios. Dan blogs about fundraising and non-profit management issues at The Good Steward.
You’re interested in developing your professional skills, but haven’t taken action. Why not? Chances are that you – or your nonprofit organization – are operating under a common professional development myth. I’ve outlined four of these myths below, including reasons they shouldn’t hold you back from developing your best professional self. Hopefully I can convince you and you can convince your organization to invest in professional development.
MYTH #1: It only benefits the individual
Some nonprofits are hesitant to invest time and funds in professional development because they believe it only benefits you, the individual. They worry their investment will walk out the door if you leave the organization. This viewpoint is short-sighted. Yes, the individual gains from professional development opportunities. But having a representative from your organization at conferences, seminars and events is a great opportunity to educate the nonprofit community about your organization’s mission and programs. Having a presence at these events also allows for new partnerships between organizations. Finally, the individual attending – you! – will bring new knowledge back to the organization that can then be applied to programs over the long term.
MYTH #2: It’s expensive
Sure, some professional development opportunities are expensive. But you can also find a number of low-cost or free events. YNPN-TC is a great place to start, offering monthly events at little or no cost. In addition, some more costly events offer scholarships or allow discounted rates for volunteers. If the cost is prohibitive, don’t be afraid to ask if opportunities exist to make the event more affordable.
MYTH #3: Networking doesn’t count
Talking one-on-one with someone over a drink can be just as valuable – or more so – than sitting through a lecture and PowerPoint. People meet and connect with colleagues in many ways, and networking events are one of those opportunities. There’s nothing wrong with having fun while you’re developing your network, as long as you keep it professional. Sometimes the best connections made are those one-off conversations that lead to a new partnership for your organization or a new opportunity for you personally.
MYTH #4: You can’t do it without your organization’s support
While it’s great when your organization supports professional development, this unfortunately isn’t always the case. Don’t let it hold you back. There are many professional development opportunities that take place outside work hours. Happy hour events or weekend conferences are not uncommon, and will allow you to pursue your professional development goals on your own time. Check out the low-cost Minnesota Rising Un/Conference – it’s held in annually in the fall; visit their website this summer for more info on 2013.
Next time you find yourself making an excuse instead of attending a professional development event, make sure one of these myths isn’t behind your reasoning. Take the time to convince your organization – and yourself – that professional development is worth the investment.
Have you run into these, or other, professional development myths? What have you done to overcome them?
Do you have a favorite low-cost professional development event or organization?
Betty Jeanne here and I’m thrilled to be in dialogue with all of you. As this blog recently announced, I’m one of the LaunchPad fellows working with YNPN National this year. The focus of my work is on talent management: how YNPN (and the larger nonprofit sector) recruits, develops, and retains leaders for our crucial work. Part of my task is evaluating and strengthening the internal systems and structures YNPN uses for talent management. However, I’m especially eager to contribute to a sector-wide conversation about the topic - and to hear from all of you about your own wisdom and experiences.
As I began working with YNPN, I found great alignment between my own vision for the nonprofit sector, and that of our national organization. We were asking similar questions: How do you best support the exceptional leaders - both paid and volunteer - to make our vision a reality? What unique opportunities and challenges does the nonprofit sector face with leadership development? What best practices have YNPN chapters developed around talent management, and how can we amplify those lessons to be shared nationally?
Personally, my approach to talent management reflects my overall orientation to nonprofit leadership. My work centers on relationship; on building and leveraging a diverse network in service of an organization's mission and vision. I support the holistic wellbeing of both paid and unpaid leaders, knowing their experience – from recruitment to retention – plays a crucial role in determining an organization's success.
I’m aware that the practice of talent management (TM) is rapidly changing due to shifts in the nonprofit sector, economic and political climates, generational turnover in the workforce, and new technological developments. We will need greater innovation and creativity to first identify the human resources (or “people power”) needed to accomplish an organization’s goals, then to find ways to strategically meet those needs.
Some of the lessons I’ve gathered about talent management:
- Organizations have their own unique SWOT (strengths, weaknesses, opportunities and threats) for talent management (TM). A strategy for TM must consider these factors in order to enable an organization reach its particular goals.
- The nonprofit sector specifically requires us to value and develop both unpaid (volunteer) talent and paid staff, and to explore hybrid models of paid and unpaid staffing.
- Understanding and addressing generational differences – for example, how to connect more effectively with an increasing workforce of tech-immersed “Millennials” – is essential. Fostering intergenerational community contributes to organizational vitality overall.
- More than ever, professional and personal lives are managed through social media and mobile platforms: our methods of outreach must respond to this trend.
- Increasing turnover rates call us to a greater emphasis on retention that responds to leaders’ individual needs. Personally, I am passionate about one-on-one support of leaders, as well as strengthening overall morale and teambuilding.
- Organizations must combine external recruitment with internal development (building skills and leadership among existing leaders) to ensure the talent they need.
- Leaders need to feel a positive connection not only to an organization’s brand, but to the underlying values that guide its work.
- We can learn so much from intentionally observing and evaluating the experience of both current leaders (retention), as well as potential candidates (recruitment).
- Talent management must be an ongoing, intentional process that engages all stakeholders – staff, volunteers, board members, donors, etc. – in building the strongest organization possible.
Most of all, I’m eager to learn from all of you about your own experiences with talent management, and exchange ideas for how to make this part of our work even stronger. In the comment box below, I’d love to hear:
- How are the points above showing up in your organization? Where are you struggling? Where are you making inroads?
- What great resources or insights have you come upon lately in these areas?
Chapter leaders: keep an eye out for an invitation for you to contribute your own lessons, questions, and best practices on talent management in the coming months. We’ll be sharing tools and resources over social media, and exploring the topic more deeply on the YNPN blog.
by Betty-Jeanne Rueters-Ward, LaunchPad Fellow and National Talent Coordinator
Committed to nonprofits?
Ready for a leadership position?
Want to help lead the growing YNPN movement?
We'd love to work with you!
YNPN National board members have the unique opportunity to play a critical role in the development and growth of the YNPN network across the U.S., to help shape a growing national organization, and to work to build a stronger nonprofit sector.
Participation on the national board is also an excellent professional development opportunity AND you get to work with a fun and highly motivated team of passionate individuals (see photo above:)
We encourage all those interested to apply! Candidates reflecting the following attributes especially would help add to our board diversity:
- young professionals between the ages of 22 and 28
- people of color
- those living in the midwest, pacific northwest or south (including Florida)
- current or former members of local YNPN chapters
- those with expertise in one of the following areas: advocacy, strategic planning, financial planning, or technology
Click here to apply or to learn more about serving on the YNPN National Board of Directors. Applications are due by Friday, October 26th at 8pm ET. In the meantime, feel free to email us at firstname.lastname@example.org with any questions!
With professional development events happening frequently it is easy to forget to provide development opportunities specifically for our chapter’s board members. The type of development I am talking about here is the kind that helps your board run more effectively and efficiently. Professional development that also provides board members with a richer YNPN experience.
Board development doesn’t have to take up a lot of time. Here are a few easy ways you can provide your board development opportunities in 15 minutes of a board meeting.
Assign board members to each development slot - During every board meeting you can ask an individual member to lead a 15 minute development task. This could include improving a board process, getting to know each other better, or helping board members learn more about their own leadership and work style.
Have dinner together - Something we started recently in Grand Rapids and I have heard other chapters around the country do too, is we have dinner together prior to every board meeting. We start our meetings at 5:15 p.m. with 15 minutes to grab food and talk at the beginning of each meeting. This not only helps us start on time, but allows for our members to get to know more about others’ lives outside of YNPN.
Start with congratulations and kudos - Ask board members to congratulate each other at the beginning of the meeting. Give everyone a moment to acknowledge the good work their fellow board members are doing. Not everyone has to give a kudos, but a few for hard work the month before can go a long way.
Allow board members to bring their work experience to meetings - Allow members to share tools, tips, educational events, etc they experience during their typical work day. Everyone of us has something we could teach fellow board members about our work. For example, if one of your board members works at the Humane Society, they could walk the board through a 15 minute educational session on feral cats. On the other side, if one of your board members teaches seniors to work with word or helps individuals be more productive in their emails you can provide them an opportunity to give their fellow members some tips.
Have advisory board assess board processes - Many YNPNs have advisory boards they use to help improve their work in the community. Another way to use the advisory board is to have them assess potential or already established board processes. If they look at one process a quarter these can be discussed during board meetings.
None of these five things are rocket science, but all provide your board with a meaningful experience as a member of YNPN. It is easy, as an all volunteer board, to get burnt out and mixing up some fun or otherwise educational experiences into our board meetings can help us to avoid a little bit of that.