Let’s just get this out of the way: no, the perfect board member probably doesn’t exist. Not in the same way unicorns or self-cleaning inboxes don’t exist. But could we get closer—intentionally, prayerfully, and strategically? Absolutely.
In a world where faith-based nonprofits are navigating complex reimbursement systems, workforce shortages, and regulatory pressures, we need more than good intentions. We need strong, faithful, curious board members who know how to ask the right questions, hold the mission close, and still sleep at night after reviewing budget variances. That may not be “perfect,” but it’s exactly what’s needed.
The Real Board Member Job Description
Let’s be honest: recruiting board members can feel like filling a position for a superhero who’s available 10 hours a year. Boards often look for someone who is mission-aligned, well-connected, financially literate, strategy-savvy, collaborative, diverse in perspective and background, and, ideally, lives nearby, asks good questions, doesn’t micromanage, and brings donuts to the board retreat.
And yet, too often the process boils down to asking someone we already know, hoping they say yes, and praying they don’t regret it halfway through their first meeting.
This is where the idea of the “perfect board member” can be more useful than comical. Not as a person, but as a compass.
From the Board’s Perspective: Recruitment as Discernment
The best recruitment isn’t transactional—it’s formational. It begins by asking, “What does our board need now to serve the mission next?”
That means reviewing:
- Board composition: What is the mix of professional skills, lived experiences, ages, racial/ethnic backgrounds, faith journeys, and geographic locations?
- Board terms and rotation: Are we making space for new leaders through healthy offboarding? Are we rotating committee roles and responsibilities?
- Governing needs: Do we need more financial acumen? Legal expertise? Lived experience in disability services? Strategic thinking? A fresh lens from outside the sector?
And yes, recruitment takes time. It’s not enough to wait for people to float into view. Good boards pursue their next members like they pursue major gifts—with preparation, persistence, and humility. This is a competitive landscape. People with wisdom, faith, and leadership experience have options—and they want to serve where they feel equipped, welcomed, and needed.
Here are three questions every board should reflect on before recruiting:
- What is the strategic direction of our organization, and who do we need on the board to help guide that future?
- What perspectives or voices are missing from our table that could help us see more clearly?
- What’s our honest plan for orienting, onboarding, and supporting a new board member, especially someone new to this kind of work?
From the Recruit’s Perspective: “Should I Say Yes?”
Now imagine being the person on the other side of the call. You’ve been invited to join a board. You care about the mission. You’ve heard good things. But you’re not sure what serving actually means, or whether you’ll be useful. You may not have experience in the services they provide. You may never have served on a board.
When prospective members are given vague or confusing information, they tend to hesitate. When they’re given clarity, purpose, and support, they say yes.
So, if you’re considering saying yes to board service, ask yourself:
- Do I understand the mission, the model of service, and the community impact of this organization?
- Am I willing to learn what it means to govern—not manage—an organization?
- Do I feel aligned with the organization’s values and Anabaptist approach to community, humility, and mutual accountability?
- Am I open to the spiritual formation that can come through this kind of service?
Board service is not about having all the answers. It’s about bringing your full self—your faith, wisdom, discernment, experience—and offering them to a cause greater than any one person.
Board Renewal: The Other Side of Recruitment
Board composition isn’t just about who’s coming in—it’s also about who’s stepping out. Healthy boards practice board renewal. That means:
- Setting clear term limits (e.g., two 3-year terms) and honoring them
- Celebrating offboarding as a way to bless and release
- Evaluating the board annually—not just individuals, but the whole ecosystem of leadership
- Making room for emerging leaders and younger voices, even if their resumes are less traditional
Letting go of a beloved, long-serving board member can feel disloyal. But keeping seats filled by default rather than design can hinder growth. Board renewal, when done with grace and gratitude, is one of the most faithful practices an organization can embrace.
A Better Board is Within Reach
Perfection? No. But integrity, courage, creativity, and deep alignment? Yes.
Recruiting and sustaining excellent boards is sacred work. It’s worth our time, our discernment, our relational capital. It’s worth stretching beyond “who we know” to discover “who we need.”
In the end, the perfect board member isn’t one person. It’s a well-formed, spiritually grounded, mission-centered team—serving together, leading with humility, and stewarding well what God has entrusted.
Reflection questions for boards:
- What three traits or perspectives are we missing around our board table?
- When was the last time we refreshed our board matrix and succession plan?
- Do we treat recruitment like a strategic responsibility or a desperate scramble?
- What’s our board’s reputation among prospective members? (Would you join your board?)
- What formation or mentoring could we offer first-time board members?