How do you inspire Board members' passion for the cause when these economic times have hit many on a personal level?

It is difficult, certainly, in these times to keep your board members’ spirits up. We’ll be talking a lot about this in my webinar next week  (July 16) “Six New Rules for Board Members in Changing Times.“

But clearly the cause is even more compelling than ever because more and more people are needing help.  So we have a tough situation – your organization may be in financial distress, with shrinking resources, and there is more need than ever.  And then you have your board members who may be losing heart.

It certainly isn’t the time to shrink – it’s time to rally!

This is the time when leadership makes the difference. I spend a lot of time thinking about what exactly “leadership” is within the nonprofit context.

Here’s what leadership needs to look like NOW more than ever:

Someone who can rally the troops, inspire everyone on a well-defined mission/task with a clear path to take.  And if your board chair is unable to call for action, then find another board member.  And if there is no board member who can rally everyone, then the nonprofit CEO and staff need to do it.

Staff needs to provide this leadership. I find that board members do in fact absorb energy and attitudes from staff.  So much of your board’s performance is really up to you, whether you want to acknowledge it or not.  They actually look to you for guidance and reassurance that things will be ok.

I serve on a state-wide board here in North Carolina and we have had our share of financial worries this year. And I have to say that it was the hard-charging attitude of our CEO that helped keep me pumped up.

Her attitude was “never say die!” and we kept plugging – and we managed to EXCEED our fundraising goal for both events!  Even though many donors turned us down because of financial hardship.  Even though we had to ask MORE people in order to make our goals.

This old adage may be overused, but it is more relevant now than it ever has been:

“When the going gets tough, the tough get going!”

How do you inspire  Board members’ passion for the cause when these economic times have hit many on a personal level?