Ending Your Nonprofit Board Service on a High Note

This piece is Part 4 of 4 in our Pathways to Effective Board Leadership Series.

Whether your Board service is ending because of term limit rules or because you have determined that “enough is enough,” planning for a successful exit as a Board member of a nonprofit organization can be as important, if not more important, than all your active service time added together. Exiting the right way with thought and purpose will ensure that organizational momentum will be sustained, and continuity will be enhanced.

Many high-performing Board members dispense so much energy into their Board leadership roles and being indispensable team players that they sometimes forget to consider how the organization will go forward without them. It is good to commit to being an exceptional Board member, but it is equally important to not become irreplaceable.

To end your Board service on a high note and provide a glidepath for incoming Board members, consider these two objectives: finishing with purpose and providing for continuity.

Finishing with Purpose

Do not just let time expire on your Board service. End with purpose, have a plan, and set specific goals for the remainder of your Board term. Think carefully about when is the “beginning of the end.” I recommend using the last full year of Board service as a transition period. A shorter time could work, however the extra time will allow development and execution of your plan with a higher degree of success.

Divide your transition plan into two parts: (1) actions and projects to complete; and (2) responsibilities to hand off. This will help to prioritize efforts and sequence the plan.

Identifying and completing assigned tasks and projects before you step down should be your top priority, and you should strive to bring these efforts to conclusion as soon as possible. Reserve the rest of the plan for handing off continuing projects and other Board responsibilities.

Transitioning responsibilities in an orderly fashion and handing off open projects for completion is not automatic. Careful thought is needed to ensure a smooth transition and not waste the time invested in past efforts.

If the end of your Board services includes finishing as an officer, the transition must focus on the transfer of responsibilities for the officer position. I find it best to provide a detailed set of written notes and observations. Written notes provide an important communication tool for future reference by staff and the Board as well as your replacement. Think of these notes as an opportunity to archive your observations, ideas, and recommendations to enhance governance practices and advance the mission of the organization.

For non-officer positions, I still recommend submitting a set of notes and observations, but they should be limited to just a few details that you believe will have the most impact on the organization and are suitable for sharing collectively with staff and the Board.

Providing for Continuity

Consider the end of your Board service as an opportunity to continue to be impactful in new and different ways. Start by discussing with fellow Board members, staff, and the nominations committee (if applicable) how you can participate and augment the recruitment of future Board members. As a retiring Board member, you have intimate knowledge of the needs of the organization, diverse competencies for effective Board composition, and time and effort commitments required.

Planning Tip – If your organization does not already use exit interviews for departing Board members, try to schedule one as you are stepping down from your Board position and encourage the organization to implement exit interviews as a regular practice. Exit interviews can be formal (pre-arranged meetings) or informal (optional meetings) or a combination (formal for departing officers and informal for other departing Board members). These meetings will provide insightful information and are an opportunity to thank departing Board members and show appreciation for their efforts.

There may also be an important role helping to onboard new Board members. This is usually a role for staff and returning Board members. Nevertheless, as a retiring Board member, you may have useful insights that returning Board members do not have. However, avoid excessive “hanging on” participation, which can defeat the purpose of the transition to new thinking that comes from regular turnover of Board members.