How to solve the growing strain on voluntary boards
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Future Directors Founder, Paul Smith
ONE THING is for the busy (speak of the devil) Future Director, in which we pick just one thing Future Directors oughta know or do or stew on for the next month. We hope you get something (at least one thing) out of it.
Do you sit on one or more voluntary boards? Then this article is for you, and anyone thinking about joining or rejoining this noble part of the unpaid job market.
Yes, it’s a job. A very demanding one, that is only getting more demanding.
The need for voluntary (unpaid) board members continues to rise as new organisations start up to solve existing and new social and environmental issues, and existing boards expand their numbers or replace those stepping off.
And, as demand ‘for’ board members continues, so does the demand ‘on’ voluntary boards. Increasing complexity and more time required to serve effectively on behalf of an ever broadening group of impacted stakeholders. Each board needing traditional and contemporary skills from individuals who can navigate rapidly evolving regulations, funding, risks, and strategy.
To add to this perfect storm, since COVID I’ve personally witnessed many of these board members downscaling their voluntary commitments to focus on core (paid) work or to avoid burnout.
The strain is real. Voluntary board roles are at a tipping point.
Let me summarise:
The sheer number of organisations means increased competition for limited talent.
The complexity of board work requires greater expertise and time than ever before.
Many experienced board members are reprioritising their lives, leaving fewer available.
The challenge is clear: we need a rethink.
How can boards and organisations adapt?
I’ve come up with five unique ways that organisations can solve this growing strain, but it will take a great deal of will, a distinct lack of ego, and a mindset of “what is best for our stakeholders?”
1 - Consolidate and Collaborate
Rather than duplicating efforts, organisations with shared missions should merge - or, at the very least partner - to reduce the number of boards needed. This is not about reducing cost, as a combined entity could retain all staff in a charitable organisation….
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