Assembling Your Nonprofit Board: A Friendly Guide to Getting Started
By Jessica Payne and Jan Schwaid
At Mockingbird Analytics, we often support organizations with research, evaluation, and grant strategies. But recently, we've noticed a recurring theme in conversations with our clients: board challenges.
Whether it’s unclear roles, limited engagement, or struggling to recruit members at all, many nonprofits—especially newer or smaller ones—are held back by board structures that don’t quite work. And since a strong board of directors is often critical to building an organization that’s ready for funding, evaluation, and long-term success, we’re kicking off a mini blog series on how to strengthen your board from the ground up.
Recruiting Board Members: It’s (Not) Like the Movies
You call out confidently, “Board of Directors, assemble!” …and wait. You imagine a group of mission-aligned experts running toward you in slow motion, ready to lead your nonprofit into the future.
And then… nothing. You’re still standing alone, wondering if you should shout louder. Or maybe find a more impressive chair to stand on?
Unfortunately, recruiting the right board members is rarely that easy.
So how do you build a board that actually works—one that brings clarity, energy, and accountability instead of stress or confusion?
Start with Positive, Thoughtful People
It’s not about finding people who agree with you all the time—it’s about finding people who are willing to challenge ideas respectfully. The best board members bring energy, curiosity, and collaborative thinking. They know how to express strong opinions without dominating a room and they’re comfortable navigating uncertainty with a sense of purpose.
And when meetings get long (they will), or when the work gets hard (it will), it helps to have people who know how to bring encouragement, not just criticism.
Recruit with Intention, Not Just Urgency
We’ve seen it happen: an executive director scrambles to build a board quickly for compliance or funding requirements, only to realize later that they’ve recruited people who aren’t aligned or engaged.
Take a moment to map out what you actually need. Do you lack financial expertise? Are you hoping to expand your donor network? Do you need someone who understands data or program evaluation?
Make a list of potential candidates and consider:
Their experience or skill sets
Their networks or access to community relationships
Their time availability and willingness to commit
Then reach out with a personalized ask. Tell them your story, why you think they’d be a good fit, and what’s expected of them. Be ready for a few no’s—that’s part of the process. But when someone says yes, you’re starting from a place of mutual alignment and excitement.
Keep It Manageable
Especially in your first few years, it’s tempting to go big. More people = more support, right?
Not always.
A smaller board—think five to eight members—is often easier to engage, manage, and support. You'll be checking in regularly, likely involving them in major decisions, and asking for help beyond meetings. You want people you can actually collaborate with, not just names on a spreadsheet.
Also, be clear about the time and commitment expectations before anyone joins. Transparency upfront saves everyone headaches later.
Think Twice Before Adding Friends
We know: your best friend is smart, supportive, and has a killer spreadsheet habit. But ask yourself—can you have a difficult conversation during a board meeting and still go out for tacos afterward?
If yes, fantastic. If not, consider that friendships can be strained when governance and accountability enter the mix. When building your first board, it’s often better to start with professional contacts, colleagues, or values-aligned community members who can bring a healthy mix of familiarity and boundaries.
Go Beyond Your Comfort Zone
The perfect board member isn’t going to fall into your lap. Building a diverse, thoughtful, and experienced board often requires you to tap into extended networks. Ask your staff, volunteers, or community partners for recommendations. Post a clear call for board service that outlines what you’re looking for. Reach out to that acquaintance you’ve always admired.
Diversity—in lived experience, professional background, and community connection—matters. It ensures your board reflects the people you serve and brings a variety of lenses to the decision-making table.
Why This Matters for Evaluation and Strategy
At Mockingbird, we work with many organizations to prepare for grants, develop program evaluations, or create theories of change. One thing we’ve learned? You can’t do any of that effectively without board support.
A clear, committed board is essential for:
Approving and supporting evaluation frameworks
Championing fundraising strategies
Advocating for program alignment and data collection
Representing the organization to funders, donors, and the community
When a board understands the importance of evaluation—and sees it not just as compliance but as growth—they become your biggest internal ally.
Build a Foundation, Not Just a Roster
The board you build now is setting the tone for how your nonprofit will grow, fundraise, and adapt. It's worth doing thoughtfully. And no, you don’t need to wait until you have everything figured out to start.
As you build, just remember: governance doesn’t have to feel rigid. A good board relationship is one where trust, learning, and shared purpose come first. Bring snacks, celebrate wins, and keep the conversation honest.
And if someone does respond to your “assemble” call—invite them in and offer them a cookie.
You’ve got this.