If you’re like me, you’ve probably taken a new job without having a complete picture of your responsibilities – in other words, without seeing a job description first.

Undoubtedly you encountered workplace surprises, not all of them pleasant.

Board service is a job, too. Like any job, it has specific requirements and responsibilities. Board members may be volunteers, but they have the right to expect non-monetary compensation: a sense of fulfillment, the opportunity to learn new skills, the privilege of being part of an effective team.

Why your board needs a job description

Nearly all successful boards have some sort of “job description” or “board agreement” or “board contract.” A clearly-drawn board agreement is helpful in several ways.

• It sets common expectations.
• It provides a basis for evaluating individual trustees and the board as a whole.
• It can serve as a pry bar to gently remove ineffective board members.
• It’s a great tool for recruiting new people.

Attract good candidates

You may be thinking: If we specify what we want, we’ll scare away potential board members who can’t fulfill our expectations.

Well, if people can’t meet their obligations, would you rather find out before or after they’ve been voted onto the board?

In my experience, the opposite happens. A clear, concise board agreement attracts people.

Prospective trustees review the document and say to themselves, “Wow, this group is organized. It’s impressive how they’ve thought through all this stuff. I bet this is a great board.” And it probably is.

Accountability cuts both ways

As a board member, you can’t do your job without adequate training and support. Any meaningful job description must be reciprocal, defining what is expected by both parties.

An example: board members must accept fiduciary responsibility, which means they must ensure the nonprofit’s financial health. Unfortunately, many of them don’t really understand the financial statements distributed at board meetings.

Here’s how your board job description might address this:

Board member responsibilities	What board members can expect in return
I accept fiduciary responsibility for the organization and will oversee its financial health and integrity.	I expect timely, accurate, and complete financial statements to be distributed at least quarterly, one week in advance of the relevant board meeting. I also expect to be trained to read and interpret these financial statements.

As you can see, this approach provides fewer opportunities for misunderstanding, because the specifics are covered in enough detail to make everything explicit.

Here’s another example that covers meeting attendance:

I understand that the board meets six times per year, plus one annual full-day retreat. I will do my best to attend each meeting, with the understanding that three consecutive unexcused absences will be considered resignation from the board.

I expect that board meetings will be well run and productive, with a focus on decision-making rather than just reporting. I understand that agendas will be distributed at least one week in advance. If I wish to add items to the agenda, I will contact the chair at least two weeks in advance.

Culture change can be a good thing

Perhaps you’re thinking, “Boy, this seems so formal. Our group is much more relaxed. If we set specific rules – and hold people to them – it’s going to feel a lot different around here.”

You’re right: it will feel a lot different: less confusion, fewer unspoken assumptions, more accountability. It will change the culture of your group.

However, informality and clear expectations aren’t mutually exclusive. If you work it right – for example, creating an explicit job description, but also reserving time during your meetings for food, stories, and celebrating the mission – you can have both.

Adapt this model to meet your needs 

Here’s a sample board job description. Use it as a template. Play with the model and adapt it to suit your needs. Perhaps you can make the language less formal, but still define everyone’s shared responsibilities.

Use this document as an opportunity to discuss what you expect of each other. The more the board debates and revises it, the greater their sense of ownership.

Note: This post is adapted from Andy’s latest book, What Every Board Member Needs to Know, Do, and Avoid. Check it out!