Growing, developing and strengthening a board of directors is a difficult task. It takes a lot of time to really develop the board of directors – it doesn't happen just because people want it to happen. Boards must be trained and supported so they can be strong when it comes to acting as ambassadors, raising and providing financial support, publicizing, and defending the organization.

This week, let's take a look at the criteria we can use to help measure and evaluate our boards.

1. Understanding the mission. This is key. Do your board members understand the mission of the organization? Can they all state clearly what the mission statement is if a newspaper reporter asks them? Do they understand the programs, the budgets, and the staff that are critical to fulfilling the mission?
2. Do the board members attend the meetings? It is impossible to conduct business if 60-70 percent of the board members are not in attendance. Board members also need to participate in committees and attend the organization's special events. They can't simply be just alive and breathing and taking up space in your non-profit.
3. Are they zealots for your organization? It's important for your board members to have energy and passion for the organization. When you sit on a board you are not just counting widgets. Can your board members demonstrate the passion to themselves and others when they represent the organization?
4. Do your board members have the courage to challenge? This is important because the role of the board is not always to agree and support the executive director but to hold the executive director accountable for his decisions and actions. The board members must bring to the meetings a probing mind that questions decisions and at times challenges people to be the best they can be.
5. Persuasiveness. Board members should have persuasive powers to convince others and to act on behalf of the organization. Passivity is not a value you want to foster. Can your people defend and advocate for the organization when it is warranted?
6. Understand the environment and competition. We are all operating in a competitive environment for funding, board members, and top quality talent. It's important for the board to make sure the organization is not driving through the “rear view mirror” but anticipating the future and acting out in front of competitors.
7. Do they give? It's important for the boards members to not only give of their time and talents, but to donate money as well. It is difficult to ask others for money, when we have not made contributions ourselves. Make sure the board has a giving or getting policy in place that is reviewed annually.
8. Solid and sound business acumen. I don't know how many times I've found highly successful business people serving on boards and “sleeping at the switch.” Running a charity is running a business. This business needs to have solid planning, strong execution, clear evaluation tools, and operate within its budget. This is true with companies such as IBM and General Motors as well as a homeless shelter or anti-poverty program in a tiny rural area.
9. Hard work. Being a good board member is hard work and it's also time consuming. It is not easy being an effective board member. Sometimes people are surprised by the amount of time it takes to be a good board member.
10. Support the staff when justified. Board members should support and reward top talent and applaud success when it is justified. Not all organizations have the luxury of having superstars on their teams. But I bet most effective organizations are loaded with solid “utility players” that perform well and should get recognition, praise, and be rewarded with additional compensation and benefits.