The importance of volunteer board governance training

In a cozy conference room on a crisp autumn evening, the volunteer board members of a nonprofit gathered around a table ready with their iPads and eager faces. Among them were both seasoned veterans and enthusiastic newcomers. The board president, a dedicated community leader, kicked off the meeting by sharing a heartfelt story of how a recent governance training session had not only united the board but also led to a successful fundraising campaign that doubled their annual contributions. The room buzzed with a sense of purpose as board members realized that a commitment to continuous learning could be a key to driving the organization toward greater impact and sustainability.

Does this story resonate? If so, read on to find out how board governance training can impact your nonprofit’s chances of mission success.

As governance grows more complex, training becomes a must

The duties and responsibilities of board directors continue to grow, as board governance increases in complexity. Introducing and training new board directors is essential to maintain and grow the board’s ability to lead. However, veteran board members can also enhance their leadership skills through governance training.

Organizations that train and educate their board directors make an important investment in their leadership. That investment has a direct bearing on the success of the organization. Continual training in governance contributes to solid decision-making that creates stability and value for the organization.

Why board members need governance training

New and veteran board directors bring valuable skills to the organization they lead. Both groups have much to learn from each other. No matter how long someone has been serving on the same or different boards, there are always new things to learn, new challenges to address and new problems to solve.

Training brings all board directors up-to-date on governance requirements, which also keeps them all on the same page. Governance education promotes candor and straight-talking on tough issues without causing harmful discord on the board.

Boards have much to accomplish in the space of a board meeting. As a result, they may not have time to get to know each other during board meetings. Activities outside the boardroom, such as retreats or attending governance seminars, workshops and conferences can also provide valuable opportunities for boards to connect and form stronger relationships outside the boardroom. The connections they form will strengthen their ability to govern when they’re faced with challenges.

As Diarmaid Ó Corrbuí, CEO, Carmichael, points out

“Board member training and development does not stop at induction, but needs to be embedded in the annual governance calendar of the board, where the individual and collective development and training needs of the board are assessed and customised programmes are developed, implemented and evaluated.”

Sitting board directors play a role in mentoring the incoming board

Long term board directors have valuable experience and organizational history to share with newer members.

These veteran members should mentor newer board members, passing along institutional knowledge and helping them grow into confident leaders. They can also help with board succession planning. When current board members mentor new ones, they strengthen relationships and commitment to the board and its work. Building bonds and earning trust takes time but it’s time well spent as a more cohesive board works better together and achieves more.

Newer board directors have room to grow in governance

Newer board members may lack governance experience, but if they were recruited well, they’ll bring other valuable skills to the board. When new board members combine their existing knowledge with the basics of good governance, they have much to contribute to the board.

Inexperienced board directors are often motivated to join a board because it gives them experience and enhances their resume. Once they join a board, it quickly becomes apparent how much work it is. It also might reveal how little they know about governance. By putting in the time to learn more about governance, less experienced board directors can participate intelligently in board discussions and become confident leaders who contribute regularly.

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Responsible boards are current on governance issues

All board directors should be familiar with what their  fiduciary duties are. When a board director accepts a seat on a board, they accept the duty of care, duty of obedience and duty of loyalty.  In doing so, board directors acknowledge their legal liability for the decisions they make. If a board decision is ever in question, courts will apply fiduciary duties as the standard against the board’s decisions and actions. Knowledge about governance issues helps boards to make informed decisions,

Board directors should be cognizant that a crisis can happen within an organization at any time, even if things have gone smoothly for decades. A board that knows governance issues well is better equipped to handle anything that comes their way, no matter how difficult it is.

The external environment is continually changing. Regulations and compliance issues are evolving. Continuing education in governance ensures that boards know what their legal responsibilities are and have the knowledge base to fulfill them.

Many boards fail to recognize that their responsibilities are important not only for the present but also for the future. Effective boards are forward-thinking. The idea of “future-proofing” the organization should be evident in strategic planning and fundraising efforts. It’s a good strategy to map the board’s current skills against the skills the board will need over the next three-to-five years. Identifying gaps in needed skills are instrumental in helping with board recruitment efforts.

Good governance benefits your community

Your organization plays a vital role within your community, and it deserves the best of skills, perspective and leadership that the board has to offer. A well-governed board quickly gains the respect of your stakeholders, donors and community. Continuous governance training demonstrates that the board values good governance and takes their duties seriously. These are important signals to send to the people that will become volunteers and donors to help sustain your organization.

Moreover, as boards grow and learn together, developing good governance practices means it’s easier for them to put personal and political agendas aside and put the needs of the organization first.

Technology can help boards meet their training goals

Overall, there are hundreds of good reasons for boards to invest in governance training and there are no good reasons not to do it.

The right governance training tools assist boards in bringing their knowledge and expertise into the boardroom.

BoardEffect board software is a valuable tool to help boards get organized and document their efforts as they pursue board development.

You can store training documents and information in your centralized Resource Library, making them easily available to board members for onboarding and ongoing training. The software offers many other governance tools and features to help boards stay at the top of their game.

Surveys can be used to gather feedback on board development sessions, as well as identify skills gaps for future training planning.

Request a demo today to find how BoardEffect can help your board meet its governance training goals.