March brings us to the next phase of our board development journey. Last month, we explored how to identify what your nonprofit board truly needs – from expertise gaps to community representation. Now that you’ve done that self-reflection work (and hopefully used the sample Board Composition Matrix I shared!), it’s time to dig into interviewing your board candidates.
Why Interviews Matter More Than You Think
Let’s be honest – too many organizations rush through the interview process or skip it entirely. “She’s the CEO of a marketing firm! He’s a wealthy, prominent community leader! They’ll be perfect!” But board service is about much more than impressive credentials.
Think of board interviews like dating beyond the dating profile. The résumé tells you someone’s qualifications, but the interview reveals their compatibility with your mission, culture, and current board dynamics.
Creating an Interview Process That Actually Works
I remember back in college how much I learned from my nonverbal communication classes. The majority of our communication cues happen nonverbally, and that applies to all relationships, even volunteer board members. Here are a few things I’ve learned along the way:
- Involve multiple perspectives: Have potential board members meet with different stakeholders. Often this requires two different approaches, an informal conversation with one person in the organization (often the CEO) and an interview-style conversation with one or two other board members (the board chair and/or a member or two of your Governance Committee are all good places to start). Each person will notice different qualities and may be able to point out any red flags.
- Ask better questions: Move beyond the standard “Why do you want to join our board?” Here’s a resource to help you get a head start on the questions to ask.
- Read between the lines: Back to nonverbal communication… during interviews, pay attention to what’s not being said:
- Are they asking questions? Candidates who ask thoughtful questions about your organization demonstrate genuine interest and engagement.
- How do they talk about previous board experiences? Listen for red flags like blaming others or dismissing organizational challenges.
- Do they understand the commitment? By the end of your interview process, potential members should have a crystal-clear understanding of time, financial, and participation expectations.
Making it a Two-Way Street
Remember that strong candidates are interviewing you, too! Be transparent about:
- Your organization’s current challenges
- Board dynamics and culture
- How you support board members’ growth and engagement
- And sharing specifically why you think they would be a good fit for your board—if you can’t answer this question, you’re in trouble!
Trust Your Instincts
Finally, don’t ignore that gut feeling. I’ve seen boards overlook personality mismatches or commitment concerns because a candidate looked perfect on paper. Those decisions rarely end well.
Next month, we’ll explore onboarding strategies that set new board members up for success. Until then, I’d love to hear about your board interview experiences – what questions have revealed the most about potential members? What signals have you learned to watch for?
Remember, finding the right board members isn’t about filling seats quickly. It’s about finding the right people who will help move your mission forward for years to come.
Hat Tip to Your Success,
P.S. Do you want to get updates on our most recent blogs and other free resources we offer? Sign up here for our bi-monthly e-newsletter, The SWGazette.