I’ve been a part of the board selection process for a few nonprofit organizations over the past 10 or so years, and after having several conversations with some friends about board development in Chicago’s artistic community. If you’re thinking of starting a company (or already have one) — and if you’re thinking of board development in any way (not just in the arts community) — you might want to consider this. 1.) Don’t ask someone to be on your board because they’re famous in a certain sphere. Being well-known or respected doesn’t mean they’ll support your mission, be qualified to evaluate budgets, or have skillsets in the realms of long-term planning and high-level staff dynamics. 2.) If you do find someone who does meet that criteria — and if they’re well-known in your specific community — buy them lunch today and get them on your board. 3.) If you’re working in the arts, consider loading your board with tax advisers, attorneys and number crunchers of any kind. Don’t get other directors, actors or designers for your board. Consider creating an Advisory Board comprised of people you respect and support your mission who can create non-binding resolutions and help you think bigger. These folks have the field experience in your specific industry, and you’ll need their counsel — but they won’t want to pilfer through budgets for four hours on a Saturday, because they’ll be in a tech rehearsal at the theater across the street. 4.) In the State of Illinois, the minimum number for any nonprofit board of directors 3. When you start your company, only pick 3. Have a founding member be one of these 3. Eventually, as you develop your board, that person can become an ex-officio (aka “non-voting”) member of the board. This means they get to attend closed sessions but can’t vote. Crucial, because boards can always go into “closed session,” shut the doors, and rewrite the Constitution. They probably won’t, but they can. 5.) Remember the board’s mission. The board is in place to support your company’s mission, and to act as fiduciary (aka “fiscal”) stewards of your company. They want you to operate in the black. Let them help you do this. Every company member has their own pet project, but see your company’s growth in terms of years instead of months. They’re there to help you see the decade-to-decade instead of the day-to-day.
