Un donateur majeur critique le manque de diversité de votre conseil d’administration. Êtes-vous prêt à prendre le problème à bras le corps ?

First of all, reach agreement on the definition of diversity. It should be in the broadest sense of the meaning. Beyond socio-economic groups, it should speak to professional backgrounds and skill sets. The next step is conducting an honest inventory of the composition of the board. The donor should be shown a clearly delineated set of expectations that all board members are asked to sign on an annual basis. Discuss these issues openly and calmly. Listen to their input and probe for understanding. Let the discussion be driven by facts of both the diversity composition and board expectations. Let the major donor suggest board candidates that fit their vision of diversity, but only if they are willing to sign the set of board expectations.

To encourage board member buy-in, request approval to assess the board’s inclusion climate through an online questionnaire. A questionnaire gives board members the opportunity to reflect on all the diversity elements they bring to the table, and the results will help the board come to terms with the aspects of diversity it is missing. The assessment also can explore how board members feel about diversity, the board’s strengths and growth opportunities, and what board members envision for the future of the board. The assessment results then serve as a road map for goal setting and strategizing, and as a baseline for measuring progress.

This donor’s concerns reflect a growing trend of donor interest in board diversity. The donor may point out that the organization addresses the needs of underserved and marginalized populations. But a board that doesn’t reflect the diversity of its community risks making uninformed decisions due to a lack of perspectives from the people it serves. As with most interactions across and about differences, this exchange is more likely to produce a desired outcome if approached with a spirit of curiosity. Possible questions to ask the donor include, “How do you see diversity as a benefit for our board?” “What have you learned about diversifying a board in your experience?” and “What do you see as some first steps to diversifying a board?”

A board subcommittee, working with an experienced consultant, can utilize assessment data and donor feedback to generate measurable, achievable goals. Rather than setting numerical board quotas, goals can focus on increasing nominations from underrepresented groups and achieving an overall diverse balance of the board. To move beyond tokenism, bringing on several new members at one time can foster a sense of belonging. It's crucial to proactively consider changes that might facilitate recruiting board members from underrepresented groups, such as updating organizational values, conducting board education, adjusting meeting and donation requirements, and conducting a policy review.

It is crucial to recruit team members with the background and the enthusiasm to make an impact. Such team members may come from outside of our circle. Also remember that recruiting outside of your circle opens doors to a much wider network of experiences, knowledge and cultural awareness than recruiting within. When it comes to diversity, you can find new team members at community events of mutual interest, word of mouth, job applications and online networking.

Prior to any recruitment efforts, boards committed not just to recruiting, but retaining diverse members will educate themselves on unconscious bias, cultural responsiveness, skills for responding to insensitive comments and behaviors, and systemic issues related to the organization’s mission and work. Once boards are more educated on these issues, an extremely effective strategy involves board members dedicating at least a year volunteering for a nonprofit primarily led by members of the underrepresented group(s) the board has prioritized. By openly expressing a long-term commitment to contributing value before seeking their help, the board can cultivate authentic relationships that serve as fertile ground for eventual recruitment.

The last thing you want is for board members to resent being forced into this initiative by a donor. Resentment can lead to a lack of engagement, unintentional miscommunications, and microaggressions. Many a board has recruited underrepresented members only to struggle to retain them due to new members feeling unwelcome. To prepare the board for success, offer education about how diversity can enhance effectiveness, creativity, and commitment. Engage members in case studies demonstrating how diverse perspectives improve a board’s field of vision, problem-solving, decision-making, and organizational resilience. Equip board members with tools for identifying and eliminating subtle barriers and exclusionary behaviors.

When an organization introduces a culture shift, it’s rarely a smooth process. That’s why consistent commitment from leadership is essential. When leaders champion inclusive culture by regularly talking about their own motivations for embracing diversity and their own commitment to a culture of belonging, others will follow. Institutionalize the culture shift by charging a diverse subcommittee to shepherd goal setting, accountability measures, education, events, community partnerships, and messaging. An experienced consultant can support the board to avoid pitfalls and ensure consistency.