Recruit and Retain a High-Performing Nonprofit Board

A good board can go a long way in establishing a more effective nonprofit. The right members can expand your reach, inform good decisions, and maintain continuity through leadership transitions. In my work with nonprofits in Central Indiana, I see two primary engines that must be maintained to move nonprofit boards forward: recruitment and retention. 

Board Recruitment: The right people at the right time  

Design the team before you draft it. Map out strengths present in your ideal board: finance, legal, fundraising, communications, program expertise, community connections, or especially lived experience with your mission. What do you currently have and what do you lack?  

A simple spreadsheet or board matrix can make this process clearer and show you where you need to focus. A web search turns up a number of these resources; find one right for your organization. Here is a template shared by Indianapolis Foundation’s Chief Equity & Innovation Officer, Michael Twyman, Ph.D. Similarly, you can take a big-picture look at your current and prospective board using the BoardSource Board Recruitment Matrix. 

Time it thoughtfully. The time span between initiating contact to the time your new board member begins a term will vary for every organization, but I encourage banking at least 3 to 6 months in advance of a term to allow potential members the opportunity to learn, ask questions, and truly digest the commitment. Depending on the person, their calendar, and other commitments, you might begin a full year in advance to allow them time to grasp the mission and culture of your nonprofit.  

Use reliable sources for prospects. Who are your long-time event attendees, sponsors, and donors? These are great prospects, so see if their skill sets and experience overlap with gaps listed in your board matrix.   

You can also tap program alumni, former clients, or subject-matter peers you’ve engaged with in advisory roles. These are especially valuable candidates when long-serving board members end their tenure and take institutional knowledge with them.   

If you’re having trouble identifying candidates, there are also events in Central Indiana committed to promoting board recruitment and engagement. Make sure you have a presence in these community pipelines (e.g., Get On Board, IndyVolved, Leadership United). 

Recruit for influence and longevity. Groups can understandably over-emphasize board members who fulfill fundraising obligations, either as donors or connectors. But you also need big-picture thinkers and next-generation leaders who keep your bench diverse and thorough in its brainpower.  

Work smarter with simpler tools. All these tasks can add up for somebody who also fills other roles at a nonprofit. If you’re organization permits it, don’t shy away from basic AI helpers. Even free resources can turn your detailed prompt for a board matrix into a usable Excel spreadsheet. You can also use tools like Otter.ai to transcribe and summarize interviews with prospects. Used judiciously and with human oversight, these tools save time and keep a drawn-out process more organized. 

Board Retention: Make an experience worth staying for 

Onboard and offboard with intention. Developing a 90-day plan, setting up a “board buddy”, and providing quick primers (budget basics, bylaws, fundraising 101) can help new members hit the ground running, boosting their confidence and contributions. Just as important is the interview you have with members who are ending their tenure. What were the biggest wins and what areas exist for the board’s impact to grow and improve?  

Clarify expectations and check in. Be explicit about participation, committee work, and financial expectations, if any. Schedule periodic chair/CEO touchpoints to ask, “How is this going?” and to address work-capacity issues early and kindly. 

Build a leadership pipeline. Help members see a trajectory from committee service to officer roles and invite each to identify a future recruit. Remember: you’re building for the future, not the finish. 

Assign ownership. In case it wasn’t obvious by now, I’ll say it plainly: board maintenance is real work! Make sure it is regularly discussed or made part of executive committee responsibilities so that it never slips to the back burner or onto one person’s shoulders.

High-performing boards happen by design, not by accident. If you’d like a board matrix template, recruitment worksheet, or onboarding checklist, contact me at DianaC@cicf.org  

I’m happy to share what’s working for peers across our region. 

About the Author 

Diana Coyle, director of nonprofit services and sustainability, is dedicated to helping Central Indiana nonprofits access the tools, knowledge, and relationships they need to thrive. In collaboration with her CICF colleagues she supports CICF fundholders offering professional development, resources, and technical assistance that strengthen organizations and their leaders. With more than 15 years of experience in leadership and community engagement, she is committed to fostering connections that amplify the missions of nonprofits and create lasting impact across the region.