Creating and recognizing networking opportunities is a subject often addressed in this column, as regular readers know. One networking method that’s been less frequently discussed is serving on a not-for-profit organization board of directors or committee. I’ve served on half dozen boards over the years and have found the experiences to be rewarding, especially in terms of professional development and filling my network with smart, fun and interesting people. If time allows, I recommend that you consider serving on a board. To confirm that your role will be a good fit, you might first volunteer to provide day-of help at a special event sponsored by an organization whose mission is meaningful to you. If the volunteer experiment goes well, then inquire about joining a committee before making a commitment to join the board.

Serving on a not-for-profit board of directors or committee can potentially bring long-lasting personal and professional benefits. It’s a decision that you’re unlikely to regret. The ability to help an organization realize its vision and mission is tremendously rewarding. Service as a not-for-profit board or committee member inevitably involve responsibilities that teach you how other organizations operate. Board and committee service or other pro bono work can also enable you to develop or reclaim competencies either within or outside of your primary skill set. Board members are sure to learn more about marketing, governance, finance, branding, recruiting and managing volunteers. In some instances, your board or committee may embark on a project on behalf of the organization that calls for members to meet or collaborate with local politicians or community leaders.

Prospective clients, especially those who adhere to the growing corporate social responsibility movement, will be pleased to see your record of board service and other pro bono activities when they review your curriculum vitae, bio, or social media profiles. You may discover that you can “do well by doing good.”

When seriously considering board or committee service, remember to ask questions that clarify what will be expected of you. For example, ask how often, when and where board meetings are held and whether there will be business to conduct between meetings. You’ll also want to confirm the length of your term.

Since fundraising is a standard part of not-for-profit organizations, board members are almost always expected to participate in fundraising in some fashion. That often starts with a financial contribution that may have a suggested minimum amount.

Be aware that not-for-profit boards sometimes look for additional members because there are problems in the organization. Other motivating factors may be a pending major fundraising campaign or big project that’s on the horizon. Make it a point to have a frank discussion with a board member whom you trust about any current or past problems within the organization or with other board members. You’ll also want to know if the organization is financially healthy and whether there are any pending lawsuits.

There are caveats—-walk in with your eyes open. The benefits of board service typically include:

1. Exercise team working skills: Offer to chair a committee and you’ll quickly position yourself as a leader. Not only will fellow board and committee members appreciate your initiative, but you’ll also be able to fine-tune your group dynamics competencies as you work to motivate people who are not being paid to fulfill their roles so that your committee goals will be achieved. It’s called volunteer management and it is a subtle art!

2. Improve decision-making skills: It seems as though the appearance of the coronavirus and the subsequent year-long (or thereabouts) shutdown has caused nearly every organization to reassess and regroup because customers, donors and patrons have reevaluated their priorities. Inflation and the threat of recession have in some cases eroded the donor base and/or the patron or customer bases. Organizations must be nimble and resourceful. Leadership teams, staff and board, must understand risk management—risks to take and risks to avoid. Smart decision-making has never been more important.

3. Sharpen financial management skills: As a board member, you are responsible for the organization’s fiscal health. The ability to analyze the monthly financial documents and interpret the story that they reveal is a critical skill. Parsing the financials in board meetings, even if you are “only” listening to the board’s finance committee chair or treasurer giving reports, will improve your ability to understand and interpret your own businesses’ financial documents and improve the financial management and oversight at your own venture.

4. Gain the confidence to fund raise: In not-for-profit organizations, donor cultivation is a must. Many people, however, are uncomfortable with asking for money. Remember that recruiting donations is no different than asking for a customer’s business. It’s all about believing in your organization’s mission and relying on that trust and confidence to coax yourself into asking a donor to make a financial commitment to the cause.

5. Revitalize seldom used skills and develop new ones: Doing what you know is the most natural way to demonstrate your value to the board or committee, but it’s an exciting growth opportunity when you dare to try new things. Board or committee service is a safe place to take chances, something we cannot often do in our paid professions. Stepping into a role that requires you to reactivate a seldom-used skill or learn a new competency that you find interesting will enhance your commitment to and enjoyment of your board or committee service. Just do it!

6. Building relationships and networking

In your tenure as a board of directors or committee member you are almost guaranteed to meet successful and interesting professionals, some active and some retired. Your fellow board and committee members may hold, or have held, mid-level or senior positions in the for-profit or not-for-profit sectors. Others may be Freelance solopreneurs or entrepreneurs who launched and operate their own enterprise.

With your fellow board and committee members, you will discuss routine business, puzzle through decisions that solve problems, strategize to take advantage of opportunities and in general, work collaboratively to keep the organization relevant and preparing for the future. As this happens, you business acumen, judgment, resourcefulness, creativity, work ethic and EQ will be on display.

A fellow board or committee member may grow to trust you enough to introduce you to a colleague who is in need of your skill set, whether as a Freelance consultant or a full- time employee. You may do the same for another board or committee member. Boards are all about building relationships and that is the primary gateway to success.

Thanks for reading,

Kim