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Joining a board of directors is maybe the greatest privilege in the world of volunteerism. Board members bear the final authority and accountability of an organization’s big decisions such as crafting strategy and hiring (or firing) an executive director. But what does joining a board actually mean? What does a director actually do? What are the benefits and risks? How do you get yourself ready? There are no perfect answers to these questions, but let’s take a quick look at some of the things you’ll want to know as you consider whether or not joining a board is right for you.

What are boards for?

Boards of directors sit at the very top of an organization, and are responsible for making decisions in the best interests of the organization’s diverse group of stakeholders. Put more directly, boards have the authority to make any and all decisions about how an organization functions, including its mission & vision, staff and operations. In fact, any authority held by the ED or CEO was delegated to them – either on purpose or by accident – by the board. That’s right: the ED has no authority at all aside from what the board has chosen to grant them. It’s up to the board to decide exactly what the job of the ED will be and how their performance will be measured.

The flipside of the board’s authority is that it also bears ultimate legal accountability for its decisions. In extreme cases, the members of a negligent board can be personally liable for poor outcomes. In short, joining a board is a huge responsibility and must be approached with due respect and commitment, because in the end it’s your butt on the line!

Boards come in all shapes, sizes and styles. Some choose to run the organization themselves, typically because there’s no money to hire staff. Some delegate virtually all authority to the ED, only showing up as a formality to approve major decision items. Both of these extremes are more common in the not-for-profit world than other sectors, so don’t be too surprised if you encounter one. Most boards, however, would describe themselves as “governance” or “oversight” bodies, which exist to provide strategic direction and oversight of performance, but actively delegate the day to day operations to staff.

What to expect when joining a board

In the end, a board is a group of human beings with different personalities, interests and backgrounds, so the first thing to expect is the unexpected. It is crucial to do your homework before agreeing to join a board – get to know the other directors and the ED, as well as how the board operates, perhaps even by attending a board meeting as an observer. Think about the following questions:

• What do you think of the people? Can you see yourself working constructively with them?
• How are meetings run? What is the tone of the conversations? What is on a typical agenda?
• How is the board involved (or not) in key decisions and operations?
• Why is the board interested in you (and vice versa)?
• What, if any, formal governance structures (e.g. board mandate), processes (e.g. performance assessments) and documents (e.g. strategic plan) are in place, and how well are they working?
• Having explored the board a bit further, in what ways do you believe you will make a positive difference to the organization through board service?

Many directors believe that it can take a year or more to really understand an organization and begin making a positive impact on the board. Be prepared not to be the smartest person in the room and ask for as much support as you need in order to get up to speed.

Do I want to be on a board in the first place?

With so much emphasis on words like “authority” and “accountability” joining a board can seem a bit daunting, and with good reason! In an absolute worst case crisis scenario, board members are required to step in and steer the ship. You are the last resort and you cannot delegate your ultimate duty to ensure the organization functions as well as possible, no matter what other responsibilities you have in your professional and personal lives.

Under normal circumstances, however, things aren’t nearly so complicated. As a board member, you can have deep a and meaningful impact on an organization and its cause. It is not easy work, and it will likely take more time than you expect – plan for about 20 hours per month for most organizations – but may be the most rewarding volunteer experience of your life!

Matt Fullbrook is a board effectiveness researcher and consultant based in Toronto, Ontario, Canada. Matt is the Manager at the David & Sharon Johnston Centre for Corporate Governance Innovation, University of Toronto. As an independent consultant, Matt has advised dozens of boards of directors as an educator, facilitator and researcher, helping them to maximize their effectiveness through the development and implementation of valuable governance processes, policies and structures.