Six Steps to Building A Strong Board
If you’ve ever served on a nonprofit board, you know the difference between one that’s just “getting by” and one that’s really leading. Strong boards ask tough questions, hold themselves accountable, and stay focused on what matters most. A strong board is built over time, with intention, and with the right support behind the scenes.
The governance committee plays a central role in shaping, strengthening, and sustaining board leadership. It’s the group responsible for making sure your board has the right people, the right structure, and the right practices in place to move your mission forward.
So, how do you build (and maintain) that kind of board? Start with these six essential steps.
#1: Start with a Strong Governance Committee and a Clear Work Plan
Think of the governance committee as the board’s engine room. It should be active year-round – not just when board terms are up or officers need to be elected. A good committee meets regularly (we recommend quarterly) and follows a work plan that maps out what needs to happen and when.
This includes everything from identifying future board members to onboarding new ones, reviewing performance, and planning for leadership transitions. When you plan ahead, you reduce scrambling and set your board up for success.
What is the role of the Governance Committee? To ensure that the board functions at the highest level of effectiveness through a year-round concerted effort.
- Assesses board structure and composition
- Establishes a statement of expectations for board members
- Facilitates and evaluates the contribution of each board member
- Recruits and engages new board members
- Nominates a slate of officers
- Develops and implements an orientation for new board members and ongoing board education
- Makes recommendations to enhance governance
#2: Recruit Proactively and with Purpose
The strongest boards don’t happen by accident—they’re built with intention. The governance committee should lead a proactive recruitment process, not just react when seats open up.
Start by defining what your board needs to be effective. What skills, experiences, or perspectives are missing? Use a board composition matrix to assess where you are now, and identify gaps. Then, work with board members, staff, and your broader network to surface new candidates.
Recruitment is a process, not a one-time ask. It’s about getting to know people, sharing your mission, and exploring alignment—not simply filling a spot on a roster.
#3: Set Expectations and Build a Culture of Accountability
Clear expectations are essential. Every board member should understand what’s expected of them—whether it’s meeting attendance, committee participation, fundraising support, or simply showing up as an engaged ambassador for the organization.
The governance committee should lead the way in:
- Having all board members sign a statement of expectations each year
- Tracking participation and engagement
- Having peer-to-peer conversations when expectations aren’t being met
It’s not about policing people. It’s about making sure everyone has what they need to be successful—and holding one another to the same standards. A culture of accountability builds a stronger board for everyone.
#4: Prioritize Onboarding and Orientation
Joining a board shouldn’t feel like jumping into the deep end. Onboarding is a process—not just an orientation meeting—and it should start before new members walk into their first board meeting.
The governance committee can help by:
- Scheduling an orientation session (ideally before the first board meeting)
- Assigning a board mentor or “buddy” to help new members get acclimated
- Providing a board manual and key documents
- Creating opportunities for connection—social gatherings, committee work, etc.
When people feel welcomed and informed, they’re more likely to stay engaged and contribute meaningfully from the start.
#5: Plan for Leadership Succession
Leadership transitions don’t need to be stressful if you start early. The governance committee should always be thinking a few steps ahead—identifying potential leaders, engaging them in meaningful ways, and preparing them for future roles.
This could mean inviting newer members to chair a committee, having one-on-one conversations about leadership interests, or simply checking in with the board chair and CEO to align on what’s coming next.
The best time to plan for the next board chair? Long before you need one.
#6: Keep Your Policies and Structure Up to Date
A solid governance structure helps the board do its job. That includes things like:
- Updated bylaws
- Conflict of interest and ethics policies
- Committee charters
- Role descriptions
- Terms and term limits
The governance committee should review these documents regularly and make sure they reflect how the board operates today—and how it needs to operate moving forward. It’s not glamorous work, but it’s foundational.
Strong Boards Are Built, Not Born
Every strong board we’ve worked with at BVU has something in common: an active, engaged governance committee working behind the scenes to make it all happen. When this committee is functioning well, the board has a clear structure, meaningful engagement, and the leadership it needs to deliver on the mission.
Whether your board is just getting started or ready to take things to the next level, these six steps can serve as a roadmap. And remember—you don’t have to do it alone.
If your governance committee needs a jumpstart, a work plan, or some fresh ideas, we’re here to help.