Always have a position description that outlines your expectations for board members.

Don’t list anything in the position description that you don’t plan to adhere to.

Have term limits and spell them out in the position description.

Avoid the trap of having all your board members go off the board when their tem ends and then automatically come back on after the obligatory “year off.”

Appoint a Board Resource Committee who is responsible for board development on a year round basis.

Make sure there is an ongoing evaluation of the needs of the board, i.e.—do you need an attorney, a marketing expert, a human resource expert? Is the board diverse, ethnically, geographically, gender wise? Are all board members contributing financially on a regular basis?

NEVER have a board members recruit other persons for the board without going through the Board Resource Committee

Meet with each potential board member in person and explain the expectations listed in the position description.

If potential board members are not willing to accept the responsibilities outlined in the position description, suggest that they serve in some other capacity and that they can be considered for the board if their circumstances change.

Always have active committees that include non board members. These are your best prospects for new board members. You have worked with them long enough for you both to know if there is a good match.