Alert

Please select either Location or Thematic Area

Alert

No attachments to download

Success

The fund details has been added to your calendar successfully

Success

An email has been sent to your account

Leave a message



Alert

Please Sign up for this feature

  • Funds
  • Partners
  • Events
  • AsianNGO ACADEMY
  • Impact Magazine
  • Premium
  • Register
  • Sign up Sign in
Charging Up by Induction

Charging Up by Induction

Commentaries
Asianngo
May 20
  1. Magazine
  2. Commentaries
  3. Charging Up by Induction

A well-planned induction program for a new Board member helps add value to the governance structure, writes Aarti Madhusudan.

You have invited a friend, or someone who is an expert in their field, to be on the Board of your non-profit organization. What’s next? 

Oftentimes, the founder/CEO spends some time with the new Board member introducing them to the organization and its plans, and they are left to perform wonders. The enthusiasm of the new Board member carries them through a few Board meetings. Value add occurs until the founder struggles to provide the required attention. The Board member starts to have other priorities, the struggle to engage begins… and a long painful journey often follows. 

Earlier articles have discussed making the choice to invite a person to the Board basis the role that is expected of them, and a Board plan as a mechanism to keep the Board invested in the organisation. Testing for this periodically ensures that Board performance is institutionalised in the governance of the organisation. 

However, many organisations fail to properly induct their Board member. The assumption is that the individual can just get started basis a few conversations. Nothing is further than the truth.

Why must a Board member go through a formal induction?

  1. It communicates the seriousness of the intent to engage with the Board member.  

  2. It provides information on the history of the organization, and its growth and impact trajectory, so the new Board member can determine how they would like to be part of the legacy that is being built.

  3. It provides insights into existing Board dynamics. Giving new Board members insights into how the Board behaves, and what each Board member brings to the table puts the new joinee in a position of great comfort, since they can now plan the responses of  their involvement more strategically and seamlessly without stepping on anyone’s toes.

  4. Lastly, an induction, if done well, enables the Board member to understand the organisational ethos and culture which directly impact their own engagement with the organisation’s staff,  CEO/founder, and the rest of the Board.

How does one plan for a good induction?

Communicate that there is one and that it is mandatory for the Board member to participate in the same before the first Board meeting. Some organisations plan it along with the first meeting. This is sub-optimal but it’s better than not having one at all. 

A good induction will require the investment of a day at least by both the Board member as well as key people in the organisation.

What goes into a good induction?

WHAT HOW
 Introduction to the organisation – staff, Board  and others

E-mail message from the Chair or CEO to all staff, key donors, and other stakeholders and partners 

 Vision, Mission and Values of the organisation Conversations with the CEO/Founder and existing or past Board members 
The organisation’s programmes, the impact on beneficiaries, methods, plans for the future

Senior Senior programme staff /CEO provide an overview

  Documents, reports, and other reading material
  Visit to the field 
  Interactions with the beneficiaries
  ntroductions to other donors (one/two) who support the programme to get a perspective of why this programme was attractive for them to support.
Finance

The auditor, head of accounts, or the CEO provides the top-line numbers, how funds are utilised, budgets for the coming year, sources of funding, allocation, etc. 

 

  Minutes on allocations, earlier resolutions passed, etc. provide an insight into HOW decisions are made on money
Internal Relationships Chief of staff, CEO share how the organisation is structured, what are the work dynamics, who does what  and how decisions are made
Compliance One conversation with the  organisation auditor with all legal documents explained and ensuring that this is clearly understood by the Board member
 Conflict of interest policy / disclosure policy

Sign off that the Board member will not use her/his position in the organisation for any personal gain perceived or actual. All other associations and  relationships with other constituents organisations, if any, will be disclosed and made available by the board member 

Individual Expectations Chair/CEO / founder clearly outline expectations of the Board member, including the support that will be provided by the organisation to carry out the duties in the role  
How NOT to behave and what NOT to do

Clearly articulating this helps set the expectations clearly, especially in terms of Board dynamics. Having a Board buddy or mentor is helpful in ensuring that the Board member is eased into the culture of the organisation and establishes comfort in the interactions more seamlessly .  

 

 

Share it via

  • FacebookFacebook
  • TwitterTwitter
  • G+G+
  • PintrestPintrest
  • LinkedinLinkedin

About the author(s)

Aarti Madhusudan Aarti Madhusudan runs Governance Counts, an initiative which helps non-profits build more effective Boards. She is associated with iVolunteer, India's largest volunteering organisation and Daan Utsav, India's festival of giving.

Similar Articles

Exit Right: Non-profit founders must plan transition well
Commentaries

Exit Right: Non-profit founders must plan transition we......

When it comes to succession planning, it is import......
Philanthropy Brings More than Money  To Solve the World’s Greatest Development Challenges
Commentaries

Philanthropy Brings More than Money To Solve the World......

The global community adopted the Sustainable Devel......
3 Ways Development NGOs Can Increase Their Impact
Commentaries

3 Ways Development NGOs Can Increase Their Impact

First the good news: the number of deaths of child......
No Stranger to Philanthropy
Commentaries

No Stranger to Philanthropy

When seeking the help of people who don’t kn......
  • About Us
  • Privacy Policy
  • FAQ
  • Advertise
  • Membership
  • Contact Us

All Rights Reserved @AsianNGO ORG No part of this web site maybe copied or stored in a data file in any manner or form, be it electronic, digital, mechanical, manual, photographic or in any other way without the prior written consent of @AsianNGO ORG except where expressly allowed.

Disclamier: Unless otherwise specified, this website is not affiliated to any of the organizations mentioned above in any manner. The material provided here is solely for informational purposes only without any warranty. Visitors are advised to use it at their own discretion.

Contact us

  • ASIAN DEVELOPMENT MEDIA LIMITED
  • 21B KWONG FAT HONG BLDG NO. 1 RUMSEY ST CENTRAL HONGKONG
  • (+85) 258080105

Follow us on

Subscribe

  • SUPPORT
  • General Enquiry: info@asianngo.org
  • Sponsorship & Advertisements: advertise@asianngo.org
  • Partner: partner@asianngo.org
  • Write with us: contribute@asianngo.org
  • Subscriptions: subscribe@asianngo.org
  • Funds
  • Partners
  • Events
  • AsianNGO Academy
  • iMPACT Magazine
  • Premium
  • Privacy Policy
  • Refund & Cancellation Policy
  • Purchase Policy
©2025 - AsianNGO Pvt. Ltd. All Rights Reserved
Sitemap
Powered by : SHLOKLABS

No, I don’t want to get these essential stuff for free