Just Do 1 Thing a Month!

In the hallway, board members often grimace and admit to me, “I don’t think I’m doing enough as a board member—but I’m not sure how I can be of more help. I don’t want to micro-manage, or assume a staff position. I just wish there was more clarity about the expectations of my role on the board—in between meetings.”

Good news! A board member recently shared a brilliant solution to this dilemma.

I was consulting with a ministry board at their annual weekend retreat, and a new board member made a presentation based on his expertise in his day job—he’s the senior vice president of advancement for a major state university. In addition to sharing the latest trends in giving, what motivates givers, and how to grow giving, he shared this insight with his new board colleagues:

Every month, he said, he contacts the institution's board of directors and reminds them:

“Just do one thing a month 

for our university!”

University board members have the grocery list of ways they can inspire, influence and impact other people for the university’s important mission. 

Your ministry’s list of “Just Do 1 Thing” will be unique to your cause—but it might include these ideas:

Just Do 1 Thing a Month: The List
[  ] Set up a lunch meeting with a prospective giver and the CEO.
[  ] Invite a colleague to a ministry event.
[  ] Open a door at a family foundation.
[  ] Host a prayer gathering for our ministry.
[  ] Pray and then send a sacrificial gift.
[  ] Call current major givers to say thanks for their faithfulness.
[  ] Other: ___________________________________
[  ] _________________________________________

Imagine the clarity and confidence you’ll create when your board members know that if they do just one thing a month for your ministry—on the development side—they will have a sense of “I’m being faithful.”

And speaking of clarity, be sure that you distinguish between the board member’s three hats (Governance, Volunteer, Participant) when establishing “Just Do 1 Thing a Month” expectations. (For help, order the ECFA Governance Toolbox Series No. 2: Balancing Board Roles.)

Matthew 25:23 reads, “The master said, ‘Well done, my good and faithful servant. You have been faithful in handling this small amount, so now I will give you many more responsibilities. Let’s celebrate together!’” (NLT)

QUESTION: Are your expectations for board members crystal clear—so everyone knows when to celebrate a board member’s faithfulness?

How Does Your Board Member Orientation Rate?

If you want to test a board’s commitment to leadership development, start with its plans for the orientation program of new members. If past experience of consulting with boards of Christian ministries is any indication, orientation of new members is one of the dullest tools in our development kit. Few boards have formal programs for the orientation of new members. For the others, orientation is either hit-and-miss or non-existent. Let me give an extreme example from recent experience.

A friend received an invitation to join the board of directors of a Christ-centered ministry. She had been recruited by the executive director, introduced to the board chair, but knew only one of the other members. Before accepting, she asked my advice. Because of her outstanding credentials as a mature Christian leader who had won her credentials by excelling in the corporate world, I enthusiastically said, “Yes. What an opportunity for you and the board.”

After her first meeting, I asked if she would give me a confidential appraisal of the experience. As I expected, she was discrete and very gracious. But then I asked her the question, “Did you have an orientation session before your first meeting?” The answer came back, “No.” My mind went on alert. “Were you introduced to the board with biographical information or a formal introduction?” Again, the answer was, “No.” An edge of anger could probably be heard in my voice when I pressed on, “Were you invited to give witness to your faith and your calling to be a member of the board? By now, you know the answer. After the roll call, the chair simply said, “Welcome to the new members of our board” and then plunged into the agenda.

I asked one more question. “Were you introduced to the staff and the constituency by any public announcement?” Of course, the answer was still “No.”

Yes, I confess that I was angry, not just because the new member was neglected, but the board revealed its lack of commitment to the development of its members. A timely orientation session, a formal introduction, a personal testimony, and a public announcement are the starting points for a long-term plan of development for our board members. Without this start, I sincerely doubt that there will be any follow-up.