Early in my career, I was hired as the executive director of a small branch of a larger non-profit community services organization. The branch was struggling with reduced participation, dangerous operational practices, and a less-than-stellar reputation. The program facility was small and dated, the parking lot empty except for shopping carts and debris left by others. The organization served only a small percentage of the community that truly needed the services this branch offered.

The board was also struggling with their role and engagement, trying to find its way. Board meeting attendance had plummeted and only a fraction of the seventeen board members on the roster attended my first three meetings. Things looked bleak.

At a meeting of the remaining board to address this issue, the board chair, a respected education administrator, made a commitment: He and I would visit with each board member on the official roster over a two-week period, get their commitment to continue active and engaged service, or accept their resignation on the spot. Together, we zipped around south King County in his red convertible, and by the end of our visits, we had a total of four committed board members. It was the start of something very special.

Over the next year, we expanded our board from four to eleven, and then again in the second year to seventeen, and by year three, we had twenty-two. Each board candidate was recruited intentionally to help us address our strategic priorities, and each board candidate understood exactly what was expected from them as a board member, including attendance, charitable giving, leadership, and community engagement. Each board candidate also learned what they would receive from their board service, including a promise of effective, impactful meetings with sufficient information to prepare in advance, new skill development, new professional and personal relationships, and an opportunity to be impactful and have fun (and yes, we had a lot of fun!).

Perhaps most significantly, due to the engagement of the board, the trust they had earned, and their hard work, they were able to secure $4.8 million toward an $8 million capital campaign to build a new, state-of-the-art program facility on land donated by a corporate partner, and then carry out a successful capital campaign to complete the project and increase the capacity of the branch to serve more people in the community.

It can’t be stressed enough that the secret of this transformation was the sustained and enthusiastic engagement of influential and selfless board members, recruited for their skills and experience, provided with the tools they needed to succeed, and sharing a common vision and passion. At the ribbon cutting for the completed facility, I couldn’t help but notice that each board member stood tall and proud of what they had accomplished. They stood together – as leaders, colleagues, and friends. It was a beautiful thing to see.

An exceptional board is one of the most powerful tools in an executive’s toolbox. Learning how to build and partner with an exceptional board is critical to your organization’s achieving its desired impact. Take the time to engage with your board, leverage their skills and experience, and achieve incredible success!