Here’s a question that can spark some serious debate: should nonprofit board members get paid a salary? At first glance, it seems like the answer should be simple—nonprofit boards are volunteer-based, right? But hold on. The nonprofit world isn’t always black and white, and this is one of those gray areas where you’ve got to ask yourself: what’s really best for the organization? Before you jump to conclusions, let’s dig a little deeper into the pros, cons, and what it all really means for your nonprofit.

The Traditional View: No Pay, All Heart

Traditionally, nonprofit boards consist of volunteer board members who serve without compensation. And that’s for good reason. Serving on a board is supposed to be a labor of love, a way to give back to a cause you’re passionate about. It’s a role of stewardship, not a gig to make a quick buck or earn a board member salary.

Here’s the deal: the nonprofit sector thrives on people who are willing to give their time, talents, and yes, even treasure (we’re looking at you, fundraising duty). Paying board members could shift that dynamic. If you start cutting checks, does the motivation change? Are people still serving because they care, or because they’re looking for some extra income? These are real questions nonprofits wrestle with when considering whether to pay their boards.

The Case For Paying Board Members: Time Is Money

Now, let’s flip the script for a second. Nonprofit board members put in serious work—strategic planning, financial oversight, fundraising, hiring executive leadership. Sometimes, it feels like a part-time job. So why shouldn’t they get compensated with a board member salary for their time and effort?

Paying board members could attract highly qualified individuals who might otherwise pass on the opportunity because they simply can’t afford to be volunteer board members. In fact, some larger nonprofits with complex financial structures or significant fundraising goals do pay their board members. These organizations argue that it helps them recruit top-tier talent and keeps their boards engaged and accountable.

But here’s the kicker—if you pay board members, you’ve got to be really clear about what that means. Are you paying for their expertise? Their time? Their leadership? If you’re going to write a check, you’d better have crystal-clear expectations in place for the board member salary.

The IRS, State Laws, and All That Fun Legal Stuff

Of course, it wouldn’t be a nonprofit topic if we didn’t talk about regulations, right? Whether or not board members can receive a salary—and how much—varies depending on state laws and IRS regulations. The IRS doesn’t flat-out forbid nonprofits from paying board members, but it has some pretty strict rules about what’s considered “reasonable compensation.”

In plain English? If you’re paying board members, the amount has to be justifiable and not excessive. The IRS frowns upon paying nonprofit boards too much because, let’s face it, that’s money that could be going toward the mission. Plus, there’s always the risk of damaging the public’s trust. People want to know that their donations are going toward making a difference, not lining the pockets of board members with hefty salaries.

The Cons: Losing Sight of the Mission

Here’s a big concern that gets tossed around when you talk about paying nonprofit board members: mission drift. Will paying your board shift the focus from the cause to compensation? Nonprofits run on heart. They’re fueled by passion, dedication, and a deep commitment to solving real-world problems. There’s a worry that once you introduce financial compensation, you start running the risk of attracting folks who are in it for the wrong reasons rather than dedicated volunteer board members.

And then there’s the budget. Every dollar spent on board member salaries is a dollar not spent on programs, services, or staff. Can your nonprofit afford to pay board members, or is that money better used elsewhere? It’s a tough call, and one that has to be weighed carefully.

What’s Right For Your Nonprofit?

At the end of the day, there’s no one-size-fits-all answer to whether or not nonprofit board members should get paid. For some organizations, especially small grassroots groups, it would feel downright strange to offer board compensation. For larger organizations with complex structures and big budgets, paying board members might make sense.

The key is transparency. Whatever decision you make, it has to be above-board (pun intended). You’ve got to be clear about why you’re doing it, how much you’re paying, and what you expect in return. And, of course, you need to stay compliant with state laws and IRS guidelines regarding board member salaries.

My Two Cents

If you ask me, nonprofit board members should serve out of passion for the mission, often as volunteer board members. But I also get that sometimes, a nonprofit needs to compensate board members to attract the talent and expertise it needs to thrive. If you go the route of paying your board, make sure it’s done thoughtfully, legally, and with the nonprofit’s best interest at heart. After all, the mission is what matters most.

So, should nonprofit board members get paid? It depends. What works for one organization might not work for another. Just make sure that whatever you decide about board member salaries, it helps your nonprofit stay mission-driven, financially sound, and focused on doing good in the world. Because that’s why we’re all here, right?

So, you’re on a nonprofit board. That’s wonderful. It means you care about a cause enough to step up, roll up your sleeves, and serve. But it’s more than passion. It’s about responsibility. And not just any responsibility—fiduciary responsibility. It’s a big deal, and it’s one of the most important nonprofit duties that every board member must take seriously. Think of it like this: you’re the guardian of the nonprofit’s mission, its finances, and its reputation. Let’s unpack what that means in the real world.

1. Duty of Care: You’re Not Just a Placeholder

When you say yes to joining a board, you’re saying yes to being informed, attentive, and ready to act. This isn’t a “show up and smile” kind of deal. The duty of care means that you need to be involved in the nonprofit’s decision-making with your head and your heart. It’s about being proactive, asking tough questions, and making decisions with the nonprofit’s best interest in mind.

Example: A nonprofit’s executive director suddenly fell ill and couldn’t return to work. Here’s where the duty of care shines. Fortunately, the board had been prepared. They didn’t panic or scramble. Why? Because they had planned ahead. They had a well-thought-out contingency plan, with an interim director ready to step in and a list of potential candidates to fill the position permanently. That’s the kind of forward-thinking that makes a board indispensable.

Takeaway: Be prepared, stay informed, understand your board member responsibilities, and always have a plan. Care isn’t passive—it’s active. It means looking ahead and asking yourself, “What’s next?” before a crisis hits.

2. Duty of Loyalty: It’s Not About You

This one’s simple, but it’s crucial. Your job is to put the nonprofit first—always. That means your decisions have to be in the best interest of the organization, not you, your business, or your connections. Conflicts of interest? Address them, disclose them, and step away when necessary.

Example: When the board was set to renew the director’s and officer’s insurance policy, one board member quietly stepped back from the discussion and abstained from voting. Why? Because they worked for the insurance company that offered the policy. By removing themselves from the vote, they honored their duty of loyalty. No hidden agendas here—just doing what’s right for the organization.

Takeaway: If there’s even a hint of conflict, disclose it. It’s better to be overly transparent than to risk undermining the board’s integrity.

3. Duty of Obedience: Stick to the Mission

The nonprofit duty of obedience isn’t about blind allegiance—it’s about ensuring that every action, every decision, keeps the nonprofit on track with its mission. You’re responsible for making sure that the nonprofit plays by the rules—both legally and ethically. And here’s the thing: not every flashy opportunity is the right one.

Example: A donor came forward with a large contribution. Sounds great, right? Except, there was a catch. They wanted the nonprofit to use the funds for a purpose that had nothing to do with the organization’s mission. It would’ve required the nonprofit to go completely off course. The board voted not to accept the donation. They knew that one of their board member responsibilities is staying true to the mission and that's more important than chasing big dollars.

Takeaway: The nonprofit’s mission is your north star. Don’t stray from it, no matter how tempting the detour might be.

4. Duty of Prudence: Be a Good Steward

This is where the nonprofit’s financial health comes in. As a board member, you’re responsible for making sure the nonprofit’s resources are being used wisely. The duty of prudence, another key aspect of nonprofit duties, means being cautious, practical, and thoughtful with how the organization’s assets are managed. It’s about ensuring there’s enough funding to keep the lights on while staying aligned with the nonprofit’s long-term goals.

Example: The board of a small nonprofit knew they had limited financial reserves. When they were offered a low-interest loan to expand their programs, it seemed like a great opportunity. But the board did their homework. After reviewing the financials, they realized that taking on the loan would stretch them too thin and jeopardize their ability to keep up with current projects. They decided to pass. By acting prudently, they protected the nonprofit from potential financial hardship down the line.

Takeaway: Protect the nonprofit’s assets like they’re your own. Sometimes saying “no” is the best way to ensure sustainability.

Remember, You’re a Guardian, Not Just a Volunteer!

Fiduciary responsibility is the backbone of serving on a nonprofit board. You’re not just there to show up and lend your name—you’re there to safeguard the organization’s mission, finances, and future. The duty of care, loyalty, obedience, and prudence? They’re not just legal terms; they’re the guiding principles that help nonprofits thrive. So, when you sit in that boardroom, remember: your job isn’t to sit back. It’s to lean in, ask questions, and make decisions that put the nonprofit’s mission first. Always.

Serving on a nonprofit board isn’t a seat to fill—it’s a responsibility. A commitment. It’s the moment where passion meets purpose. But here’s the kicker: being a board member in a nonprofit leadership program isn’t just about sitting in on quarterly meetings, nodding in agreement, and then heading home. It’s about rolling up your sleeves and getting to work for the cause you believe in. So, let’s take a deep dive into what that work actually looks like.

1. The Duty of Care

Your nonprofit’s mission? You’re in charge of safeguarding it. Board members have a duty of care, which means you’ve got to be hands-on. Know what’s happening in the organization. Ask tough questions. Read the financials before the meeting, not during. If something seems off, speak up. Care isn’t passive. It’s action-oriented. If the ship goes down, you should have been the one steering to avoid the iceberg in the first place. This hands-on approach is a cornerstone of effective nonprofit leadership programs.

2. The Duty of Loyalty

Loyalty goes beyond just showing up and smiling for the group photo. It means being all in. Your loyalty should lie squarely with the nonprofit, not your personal agenda or side hustle. Conflicts of interest? They need to be called out, addressed, and avoided. Loyalty also means putting the nonprofit’s best interests above your own and making decisions with integrity. Understanding this duty is essential for those who aspire to become a board member.

3. The Duty of Obedience

Now, I get it—no one likes the word “obedience.” It feels too much like a dog following orders, right? But this is important. Obedience, in this context, means keeping the nonprofit on track with its mission. As a board member in a nonprofit leadership program, you’re there to ensure the organization doesn’t drift. That means knowing the bylaws, keeping an eye on the mission, and ensuring the nonprofit’s activities align with both.

4. Fundraising

Let's tackle the elephant in the room. Fundraising. Yes, it's your job when you become a board member. Yes, it's important. I know, I know—people don't join nonprofit leadership programs because they want to ask their friends for money. But here's the thing: you believe in this mission, right? So why wouldn't you want to share it with others and ask them to support it? Fundraising isn't just shaking a tin cup. It's opening doors, making introductions, leveraging your network, and yes, sometimes writing a check yourself. It's part of your duty as a board member, and there's no way around it.

5. Financial Oversight

The financials aren’t just for the accountants. Board members are tasked with overseeing the nonprofit’s finances, ensuring the organization is fiscally sound and responsible. This doesn’t mean you need to be a financial wizard, but you do need to understand the basics: budget, cash flow, income sources, expenses. If something doesn’t add up, it’s your job to ask questions, dig deeper, and protect the nonprofit’s resources.

6. Strategic Planning

A nonprofit can’t survive on passion alone. It needs direction, goals, and a clear plan for the future. That’s where strategic planning comes into play. Board members help chart the course, ensuring that the nonprofit is moving toward long-term sustainability. This isn’t just about what’s happening now—it’s about vision. Are you thinking about the next five, ten years? Where is the nonprofit headed? It’s your job to make sure there’s a roadmap to get there.

7. Hiring and Evaluating Leadership

A nonprofit is only as strong as its leadership, and hiring an executive director is one of the most critical roles a board plays in its nonprofit leadership program. Once the leader is in place, it's not a "set it and forget it" situation. Evaluating their performance, supporting their development, and holding them accountable is key. But remember: this doesn't mean micromanaging. There's a balance. The board hires, guides, and supports, but it doesn't run the day-to-day operations.

8. Advocacy and Ambassadorship

You’ve got the nonprofit’s name behind yours, and that comes with a responsibility to be an ambassador. This means championing the organization, promoting its work, and raising awareness. Whether you’re at a cocktail party, community event, or on social media, your role as a board member is to be a constant advocate. Your voice is powerful—use it.

9. Compliance and Legal Responsibility

Nonprofits are subject to laws and regulations, and when you become a board member, it's your job to ensure the organization stays compliant. This can be everything from filing tax forms on time to adhering to nonprofit laws in your state. Ignoring these responsibilities can put your nonprofit at risk—and nobody wants that.  Understanding these legal aspects is crucial for those who want to become a board member and is a key focus in many nonprofit leadership programs so stay on top of it.

10. Fostering Organizational Culture

Lastly, but certainly not least, board members help shape the culture of the organization. It starts with the boardroom. Are you fostering collaboration, transparency, and respect? The tone you set trickles down to staff and volunteers. A healthy organizational culture is the bedrock of a successful nonprofit, and the board plays a significant role in maintaining it.

In Conclusion: Being a Board Member Is a Privilege—Treat It That Way

When you become a board member, you’re not just filling a seat. You’re holding the reins of an organization's nonprofit leadership program that’s trying to make the world better in some way. Don’t take that lightly. Understand your duties, embrace your responsibilities, and remember why you’re there: to serve a mission greater than yourself. Because at the end of the day, it’s not about you—it’s about the work, the impact, and the people who rely on the nonprofit to make a difference.

So go ahead, roll up your sleeves. There’s work to be done, and you’re just the person to do it.

Running a nonprofit can often feel like juggling on a unicycle—there’s never a dull moment, but there’s always something precarious about to tip. One of the most essential yet overlooked elements of this balancing act is your board of directors. These individuals aren’t just names on a roster; they’re the backbone of your organization. But how do you make sure they’re fully engaged, aligned with your mission, and ready to step up when needed? That’s where board surveys come in.

Why Survey Your Board?

Board surveys aren’t just another box to check off your to-do list—they’re a powerful tool to assess how your board is functioning and how you can make it better. A well-crafted survey provides valuable insights into board members’ perceptions, identifies areas for improvement, and helps set a path toward becoming a high-performing board. Think of it as a diagnostic tool for the health of your board. When done right, surveys can reveal where the wheels are coming off before the whole thing crashes.

What Should Your Board Survey Ask?

When you’re crafting your nonprofit board survey, it’s tempting to stick to the basics: “Do you attend meetings regularly?” or “Are you satisfied with your role on the board?” But let’s be honest—these questions won’t spark the kind of feedback that leads to meaningful change. We need to dig deeper. Below are some categories and specific questions that will help you get to the heart of what’s really going on in that boardroom.

1. Board Engagement and Participation
   • How often do you feel fully prepared for board meetings?
   • Do you feel your voice is heard during discussions?
   • What barriers prevent you from being more engaged with the organization?
2. Board Roles and Responsibilities
   • Are the roles and responsibilities of board members clear and well-defined?
   • Do you feel that your skills and expertise are being utilized effectively?
   • How comfortable are you with your understanding of the organization’s mission, vision, and strategic plan?
3. Board-Executive Director Relationship
   • How would you describe the relationship between the board and the executive director?
   • Do you feel that the executive director provides the board with the information needed to make informed decisions?
   • What suggestions do you have for improving communication between the board and executive director?
4. Fundraising and Financial Stewardship
   • How comfortable are you with your role in fundraising?
   • Do you feel adequately trained to participate in financial oversight?
   • How confident are you in the organization’s financial health?
5. Board Meetings
   • Are board meetings structured in a way that maximizes your time and input?
   • Do you feel that meetings are focused and productive?
   • What would you change about the way board meetings are conducted?
6. Board Dynamics and Culture
   • How would you describe the culture of the board? (Inclusive? Collaborative? Competitive?)
   • Are there any conflicts or tensions among board members that need addressing?
   • Do you feel a sense of camaraderie and shared purpose with other board members?
7. Personal Experience and Satisfaction
   • Are you satisfied with your overall experience as a board member?
   • What’s one thing that would make your board service more fulfilling?
   • Would you recommend serving on this board to others?

How to Use the Survey Results

You’ve sent out the survey, and now you’re staring at a pile of data. The key is not just to collect the feedback but to act on it. Start by sharing the results with the board, discussing key takeaways, and setting clear, actionable steps to address any issues that arise. Remember, transparency is your friend here. Your board members will appreciate knowing that their feedback isn’t just vanishing into the ether.

Final Thoughts: Make It Routine

One survey isn’t going to magically fix all your board issues. Make surveys a regular part of your board’s annual routine. Use them to track progress, celebrate successes, and course-correct when needed. Remember, the goal is not perfection; it’s continuous improvement. Your board deserves that, and so does your mission.

So, let’s get those survey questions out there, listen closely to what your board is telling you, and work together to build a board that’s not just functional but fabulous. Because a great board doesn’t just happen—it’s cultivated, nurtured, and, yes, sometimes nudged along with the right questions.

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Running a nonprofit isn’t for the faint of heart. It’s like captaining a ship in choppy waters, trying to steer toward your mission while keeping the crew (staff, board members, volunteers) motivated and not seasick. And let’s not forget juggling all the hats—visionary, strategist, fundraiser, and sometimes even cheerleader-in-chief. But here’s the secret sauce: even when the seas are rough, a great leader doesn’t just hold the wheel. They inspire, strategize, and even make a little magic happen. So, how do you become the kind of leader your nonprofit needs? Grab your life jacket, and let’s dive into the top tips for leading with heart, smarts, and a healthy dose of humor.

1. Know Your Why: Staying Mission-Driven as a Nonprofit Leader

Your nonprofit’s mission is the North Star, the lighthouse guiding you home. But leading a nonprofit is like navigating fog—there are days when the goal is clear, and others when you can barely see the horizon. When you’re deep in the weeds of grant reports, staff turnover, and the latest funding crisis, it’s easy to lose sight of the big picture.

Pro tip: Regularly remind your team why you all signed up for this wild ride. Host mission moments at staff meetings, celebrate wins (big and small), and keep those client success stories front and center. When everyone is connected to the “why,” the work feels a lot less like a grind and more like a purpose-driven adventure.

2. How to Build a Strong Nonprofit Board That Supports You

Ah, the board of directors—a blessing and a curse all rolled into one. A strong board is your secret weapon; a disengaged one is dead weight. You need a board that’s not just filling seats but actively rowing the boat with you.

Action step: Set clear expectations right from the start. Board members should know their roles aren’t just honorary; they’re hands-on. Ask them to help open doors, make introductions, and yes, fundraise. Don’t be afraid to have the tough conversations when they’re not meeting expectations.

3. Leading a Nonprofit with Empathy: Why It Matters

The best nonprofit leaders aren’t just smart—they’re empathetic. Your team looks to you in moments of crisis, and they need to see a leader who cares about them as people, not just as cogs in the organizational machine. That means being approachable, listening (really listening), and showing vulnerability. Yes, vulnerability. It’s okay to admit when you don’t have all the answers (because who does?).

Quick tip: Start your meetings by checking in with your team. Ask how they’re doing—not just as employees but as humans. Your staff is juggling a lot, and showing that you care goes a long way. Empathy is the glue that keeps the team together, especially when things get rocky.

4. How to Innovate as a Nonprofit Leader and Drive Change

Running a nonprofit is like being in a constant state of adaptation. There’s always a new challenge, a new hurdle, and a new opportunity to make an impact. But here’s the thing: great leaders don’t just react; they innovate. They see opportunities where others see roadblocks.

Try this: Schedule time for big-picture thinking. It’s easy to get sucked into the day-to-day, but blocking out time to brainstorm new ideas, explore partnerships, or reimagine a program can open doors you didn’t even know existed. Encourage your team to bring their craziest ideas to the table—you never know what might turn into the next big thing.

5. Fundraising Leadership: How Nonprofit Leaders Can Get Everyone Involved

Let’s face it: fundraising is the heart and soul of your nonprofit. Without it, the ship doesn’t sail. But here’s the kicker—fundraising isn’t just the job of the development team; it’s everyone’s responsibility, including yours. And it’s your job to make it less about begging and more about inviting people to join a movement.

Leadership hack: Be the chief storyteller. No one should be able to talk about your nonprofit’s impact better than you. Use your platform to share stories, rally support, and make the case for why your cause matters. And don’t forget to coach your board and staff to do the same—when everyone becomes an ambassador, the fundraising magic happens.

6. Celebrating Wins and Learning from Losses in Nonprofit Leadership

In the nonprofit world, wins are often hard-fought and hard-won, so when you get one, celebrate like you just found buried treasure. But equally important are the losses—the grant that didn’t come through, the program that didn’t hit the mark. Great leaders own the failures, learn from them, and use them as fuel for the next challenge.

Real talk: Create a culture of learning, not blame. When something doesn’t go as planned, debrief with your team, identify what went wrong, and make a plan to improve. Every loss is just another chapter in your success story.

Final Thoughts: Nonprofit Leadership Tips for Navigating Challenges

Leading a nonprofit is one of the toughest jobs out there, but it’s also one of the most rewarding. You’re the captain of a ship that’s making real change in the world, and that’s no small feat. Stay true to your mission, lead with heart, and never be afraid to chart a new course. Because at the end of the day, the best leaders don’t just steer the ship—they make everyone onboard feel like they’re part of something bigger than themselves.

And that, my friend, is how you navigate the stormy seas of nonprofit leadership.

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