Several years ago I shared Treasurer Confidential, which described my experience as treasurer of a nonprofit board. My volunteer career has progressed and (surprise!) I’m now president of our grassroots, one-employee organization.

In theory, I am well-qualified. I’ve served on multiple boards. I train boards for a living. I write books about how to be an effective board member.

However, this is my first experience as board president. Let’s just say that I’m learning on the job.

If you currently chair a nonprofit board (or aspire to at some point), consider the following suggestions.

Board members are individuals – treat them accordingly

Do you want to build an effective team? Treat your teammates as individuals, with their own skills, passions, questions, and quirks. Deploy them in ways that use their talents and reflect their interests.

For example, a public health official on the board leads our COVID response. The CFO of a multi-million-dollar nonprofit serves as treasurer, managing our modest budget (and doing a more thorough job than I ever did). An educator helps to guide our education programs. Another trustee is a terrific proofreader and detail-checker.

Given that we have only one staff, these contributions are essential.

In the coming months, I will schedule individual calls with each board member to check in, listen, address any questions, and look for ways to deepen their involvement.

Don’t get too far ahead of your colleagues

As president, I think pretty deeply about the future of our organization. That’s my job. However, I sometimes get out in front of the board – and they dial me back. This can feel frustrating, but it’s also useful.

Here’s an example. Based on conversations with peer nonprofits and other consultants, I believe that the future – post-pandemic – is “hybrid everything:” in-person programs that also serve remote participants.

I want a cost estimate for upgrading our facility’s technology to embrace this new reality. Both staff and board – unconvinced! – encouraged me to slow down.

As an initial step, they suggested distributing a survey to learn more about how our constituents hope to be involved in the future and how they feel about remote vs. in-person engagement. We can use the survey data, they suggested, to shape our choices about technology, programming, and how many hybrid activities we offer.

Good call, right? So that’s our plan. Until we have data from our members, the cost estimate can wait.

Bring in all the voices

In building your agenda and facilitating the meetings, create space for everyone to speak. At our recent board meeting, for example, five people were recruited (in advance) to lead different agenda items. This is a great model of shared leadership.

To deepen board engagement, each meeting should include one or two substantive decisions, not just reports. The tricky part: creating space for lively debate while also moving through the agenda. I put times on the agendas, but inevitably we have meaty discussions that take longer than expected.

Try not to do too much, too fast. Encourage people to stop, think, and respond – especially on substantive topics. Let your meetings breathe.

Your attitude matters

Our previous president – whom I love and admire – is supremely well-organized, competent, and proactive … in some ways, a tough act to follow. However, they experienced the position as stressful and carried that tension into board meetings and other board interactions.

In their defense, I too have felt overwhelmed by this job. Regardless, I endeavor to wear that burden lightly – both as a personality trait and a conscious leadership choice.

I’m not suggesting that you ignore challenging decisions or avoid creative conflict. Quite the opposite. Indeed, if you’re feeling overwhelmed, it’s OK to name that – and ask for help.

On the other hand, you may discover that modeling a positive attitude creates deeper buy-in, engagement, and a sense of community.

Lead by example: Know when to step back

With only one employee, we rely on volunteers for many tasks. In addition to chairing the board and acting as chief fundraiser, I cut the grass, Zoom-host when needed, act as liaison to peer organizations, and so forth.

I am also delighted to stay away from committees, projects, and tasks (so many of them!) that don’t need my input or – speaking frankly – that I simply don’t care about.

Knowing when to back off and take up less space is a leadership skill, too. By creating space for others to step up, I’m helping to develop the next board president – whomever that might be.