5 Ways to Encourage Your Board Members to Advocate for Your Organization
Your board members should serve as your strongest advocates. When I say “advocate,” I mean it in the broadest sense of the word.
At a micro-level, they should talk accurately and positively about your organization to their family and friends who might ask “what are you up to?” or when asking them to attend your gala or give money.
They should also talk accurately and positively about your organization within their broader circles, whether to share information, garner general support, or raise dollars. For example, will they ask their employer to make gifts to your organization or support your mission in other ways? That would make them a good advocate for you.
At a macro-level, they should intervene as necessary to talk to the media, legislators, or other public officials about your organization and to advocate on its behalf. By that, I mean that if you need someone to speak to an elected official or their representative or at a town hall meeting, your board members should have the clout, connections, and confidence to do so persuasively. Board members carry a different level of influence than staff, especially if they have credibility based on their position in the community, personal relationships, or their lived experiences with your mission. People will listen to others who they know and trust. Do you have those people on your board?
Having advocates on your board does not happen overnight nor does it happen by osmosis or chance. You have to prepare them. These 5 tips can help you grow a more advocating board.
Recruit board members with an advocacy mindset. Do you have enough people on your board with connections and networks – and different networks – that you can call on if needed? Think about business connections, nonprofit connections, legislative or public connections.
Recruit board members with basic advocacy skills. Do you have enough articulate board members who can speak effectively in front of an audience, a camera, or an individual? Having the desire and knowledge does little good if your board members lack these skills. Thankfully, you can teach and practice these skills if they have the disposition and aspiration.
Include advocacy as an expectation of board members. Include information about advocating on behalf of the organization in your board orientation as well as recruitment materials.
Train board members to advocate for your organization. They need knowledge – and deep knowledge – about your organization, your programs, your need, and your clients to advocate for them. Do not assume that by attending meetings your board members have this knowledge – or the comfort to share it. Provide them with in-depth briefings and discussions at board meetings and beyond to ensure they understand your organization, its mission, and its purpose sufficiently to persuasively share this information with others.
Support board members in their advocacy roles. This will look different for each organization and board member. Perhaps it means pairing a less experienced advocate with a more experienced one. It might mean having a board member shadow staff or a fellow board member to get more comfortable in this role. It might mean role playing or scripting. Regardless, do not throw them into the deep end and expect them to swim.
While you need some skilled and adept advocates on your board, not everyone has to serve that role, especially publicly. Like all the other qualities you look for when recruiting your board, you want balance and coverage of all the skills and dispositions to collectively move your organization forward. As you do so, make sure you have some good advocates among the group.
That said, all board members should all have the ability and knowledge to advocate for your organization within their circles. Give them the information and expectation so they can all meet that minimum threshold.
