For as long as there have been organizations, there have been small groups to help them make decisions. Today, we call those groups boards. Boards are a group of elected or appointed individuals who collectively govern, oversee, and set the strategic direction for an organization.
Great board members have a passion for the cause, eagerness to participate, and a desire for service (Simpson, 2026). Board members’ duties vary depending on what type of organization they work for. In general, board member responsibilities to the organization include hiring and evaluating the director of the organization as well as determining how organizational funds will be spent. They are also there to “ensure that the [organization] obeys applicable laws and regulations” (National Council of Nonprofits, 2026). While it may be easy to fill board seats, it isn’t always easy to find a great board member. A stagnant board can significantly hinder organizational growth and a group’s positive momentum.
It is important to have members who are competent and enthusiastic so that progress can be made within the organization. At times, long‑serving members may lack energy or openness to new ideas, and until new individuals can be recruited, the organization must work with its existing team. In these situations, organizations need to encourage board members to step up and become better. A good place to start is asking individuals to reflect on their motivation for serving – whether they joined to make a meaningful difference, because of personal connections, due to prior concerns about the organization and a desire to provide oversight, or maybe something else. This self-reflection should also include an honest look at how actively they are participating in their current role.
Becoming a Better Board Member
Being a board member isn’t supposed to be easy, but it should be rewarding. After reflecting, individuals can begin making changes in themselves to become more engaged and competent. Even small improvements can elevate a board member’s impact. Here are some simple steps that can help any board member become more effective.
Step 1: Know your role.
As a board member, it is essential to understand your responsibilities within the organization. Leadership roles, such as board president or chair, carry duties that differ from those of members-at-large. The chair typically facilitates meetings and ensures that the agenda and proper procedures are followed. All members on the board are entrusted to be accountable to the board and the organization. The Association of Governing Boards (2007) emphasizes that accountability requires boards to observe the highest standards of fiduciary duty and avoid conflicts of interest. It goes on to say, “If serious lapses occur at the highest level of the [organization’s] governance, confidence in overall [organizational] management inevitably will suffer.” These expectations stress how important it is for board members to understand the scope of their responsibilities. Board members should be aware of the financial situation of the organization and make sure that the board and organization are fulfilling legal duties. According to the National Council of Nonprofits (2026), board members have three legal duties: the Duty of Care, which involves the prudent use of all assets; the Duty of Loyalty, which ensures the organization is advancing its mission; and the Duty of Obedience, which requires compliance with all applicable laws, regulations, and organizational bylaws. Good board members will review their board handbook annually, so they stay informed about the organization’s mission, history, and board structure. Along with a vision and mission statement for the organization, the board handbook should include information about the organization including any pertinent history and information about the board – how long terms are, number of people on the board, and hierarchy of board members. It should also include conflict of interest, harassment, and discrimination policies. Board members must also be aware of organizational expectations regarding being on committees, because much of a board’s work happens at the committee level.
Step 2: Review the agenda and board material packet provided.
Board members are provided with an agenda and board packets ahead of time for a reason. It takes some time to look over all of the materials, but this is a very important step in being more involved and productive on the board. Members should take the time to read the agenda and make pertinent notes on the materials provided ahead of time, so they are ready for discussions that come up at the meeting.
Step 3: Do research.
After reviewing the materials provided ahead of time, members should look at what actions were previously taken and determine whether additional information is needed for the upcoming meeting. When an agenda item involves finances, the board member should reference the budget. It is important for individuals to think of any questions that may come up at the meeting and be prepared to answer those questions. Sometimes, if the agenda item is under New Business, or there is a presenter that is going to share information, the need to do prior research on that topic is minimal.
Step 4: Go to the meeting prepared.
“The quality of a board’s conduct of its business should be a model that guides the rest of the [organization]” (Association of Governing Boards, 2007). When board members fail to engage fully, it signals that the organization does not value strong governance. Board members should arrive at meetings with the agenda and board packet, notes, and any necessary materials, such as a computer or writing tools. Being prepared demonstrates respect for fellow board members and other attendees and reflects a commitment to one’s role on the board as well as to the organization.
Step 5: Ask questions during the meeting.
All board members must have access to the same accurate information in order to make well‑informed decisions. According to Leading Governance, board members should “insist on getting [information] in the right format and at the right time. They must ensure that …the information presented is accurate, complete, focused and understandable.” Asking questions when clarification is needed helps ensure shared understanding and supports effective decision‑making. Good board members will want to know about everything to do with their organization, and asking relevant questions before or during a meeting will help to achieve that. To be most successful, organizations should “cultivate members who have a learning mindset” (Simpson, 2026). When good questions are asked, robust discussion can follow.
Step 6: Emphasize outcomes over personal opinions.
Great board members evaluate all options before deciding what to do. Open discussion should be encouraged, particularly when differing viewpoints are present. There is a need for healthy challenge in the board room (Leading Governance, 2020). Members should not cast votes based solely on what other members of the board want, nor personal preference; instead, they should consider what best serves the organization. At times, this may mean voting differently from the majority. Strong board members do not simply follow the group but exercise independent judgment. They “put their own egos aside for the best interests of the [organization]” (Simpson, 2026).
Step 7: Take time to reflect on the meeting.
Board members should take time to evaluate their performance after each meeting, considering whether they were adequately prepared, open to differing perspectives, and if they acted in the organization’s best interest. In addition, board members should identify any follow‑up items and plan the appropriate next steps after the meeting. If they are assigned a task or additional questions arise, these should be addressed in a timely manner.
Step 8: Be willing to participate on committees.
The full board often doesn’t have the time or capacity to meet for every decision or issue that arises, which is why committees play such a critical role. Committees are small groups of board members appointed to focus on a specific area or task. In many cases, a committee is formed to address a single topic: gathering information, consulting experts, conducting research, and ultimately bringing recommendations back to the full board. Some committees are standing groups that meet regularly, while others are created for a short‑term purpose and disbanded once their work is complete. Boards often base their decisions on the committee’s findings, so it is important that committee members take their responsibilities seriously. They need to be present, inquisitive, and thoughtful in their role. Good board members “know they are important to board progress and constantly look for ways they can contribute” (Simpson, 2026). If a committee member is passive or disengaged, the board’s ability to make informed decisions is negatively impacted.
Conclusion
Although these expectations of good board members are presented as steps, they are not intended to be followed in a linear order. Some individuals may excel in certain aspects of their role while needing improvement in others. Board members should choose one area to focus on improving at a time. In the book Atomic Habits, author James Clear details a strategy of continuous improvement in order to create lasting habits. He proposes that individuals can achieve meaningful change by becoming just 1% better at a time. Whether that is a 1% daily improvement, or in the case of board meetings, a monthly improvement. Focusing on small, incremental changes is often more effective than attempting a complete overhaul of the board and its members. This approach means that board members should commit to work on one “step” every month. Over time, these small adjustments become long-lasting routines.
While individual board member improvement is essential, board effectiveness also depends on a collective commitment to growth and openness to new perspectives. Boards should look for enthusiastic members when existing members’ terms are expiring. They should look for eager individuals with differing perspectives and ideas in order to strengthen the board. Organizations do not need to find more members who think alike; instead, when recruiting new members, boards should consider individuals’ reasons for wanting to be on the board, and their willingness to think outside the box. “The best boards are those that are committed to ongoing development of their own members, both as individuals and as a team” (Leading Governance, 2020). Organizations need to encourage their boards to continue to get training to improve and grow as a board. Serving on a board is both a responsibility and an opportunity to make a meaningful difference within an organization. While many individuals are willing to occupy a board seat, truly effective governance depends on members who are prepared, engaged, and committed to continuous growth. Ultimately, strong boards are built not only through the recruitment of new, enthusiastic members but also through the ongoing development of those already serving. Lavon Simpson states “Superior board members will see areas where they can add value and be excited to help make progress.” Doing this, they help create a culture of accountability, collaboration, and forward momentum of the organization.
Resources and References
- Board Roles and Responsibilities. National Council of Nonprofits, Council of Nonprofits. Accessed 6 Feb. 2026.
- 10 Things That Make a Great Board. Leading Governance, April 14, 2020. Accessed 6 Feb. 2026.
- Simpson, Lavon. Nonprofit Board Members. Boardable, January 23, 2026. Accessed 6 Feb. 2026.
- Clear, James. Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones. Avery, 2018.
- Association of Governing Boards of Universities and Colleges.
AGB Board of Directors’ Statement on Board Accountability. Adopted 17 Jan. 2007. AGB, 2019.
