If you’re like most other chambers you’re selecting one sixth of your board each year.
That statement is based on a typical board appointment of two years, renewable for three terms.
Does that sound familiar?
Ok. Now what role do you play in identifying or selecting new board members.
I’ve written many times in the past that you want three things from a board member:
The other piece of the puzzle that many have written about in the past is getting the right skill-set on your board. I couldn’t agree more!
What does that mean?
In the simplest of terms, do you have a lawyer, CPA, educator, transportation expert, workforce, economic development and technology experts, etc. on your board? Do you have diversity as it relates to size of businesses, geography, ethnic and yes, all age groups in the workforce (Boomers, Gen X, Gen Y and now Gen Z)? All can contribute and play a vital role in the conversation.
The more diverse your board the greater the conversation. Embrace it!
Now back to your role in identifying and selecting new board members. If you don't, you should have a file in your desk drawer of potential new board members. Are you grooming new board members by asking them to serve on committees or task forces first? If not, you should. What a great training ground for future board participation.
What you don’t want is a board made up of what I’ll call, “friends of friends.” Whether you’re officially on the nominating committee or not, you at least can fill the pipeline with quality candidates.
That’s the CEO’s role, at a minimum, in the volunteer selection process. For more information on board management go HERE.