Unpopular Opinion: Stop Recruiting Board Members by Job Title

Nonprofits do this all the time.

“We need a lawyer.”

“We need a CPA.”

“We need a fundraiser.”

“We need somebody important.”

Bless.

What you need is not a job title. What you need is a good board member. Those are two very different things.

Yes, lawyers can make excellent board members. So can accountants, doctors, bankers, marketers, fundraisers, and business owners. But a profession does not make somebody ready to govern. And a fancy résumé does not make somebody useful in a boardroom. That is where a lot of nonprofits get themselves in trouble.

Too many boards recruit for appearance instead of function. They want the comfort of saying they have a lawyer. They want the credibility of having a finance person. They want the shine of a well-known name. They want to feel covered.

But governance is about actually doing the work. And board service is work.

It takes judgment, preparation, listening, asking hard questions, and knowing when to speak up, when to step back, and when to quit acting like your professional background makes you the center of the room. That last one gets missed a lot.

Too Many Boards Are Recruiting for Rescue

Here is what I think is really going on.

A lot of boards are not recruiting for governance; they are recruiting for rescue.

They want a lawyer because they are nervous about risk.

They want a CPA because the finances feel fuzzy.

They want a fundraiser because revenue is shaky.

They want a big name because they think credibility will rub off.

In other words, they are trying to solve board problems by plugging in one impressive person and hoping for the best.

That is not strategy. That is wishful thinking in sensible shoes.

One board member cannot fix weak governance. One professional cannot carry the whole board’s responsibility. One title does not create clarity, accountability, or common sense.

A lawyer joining a weak board does not make it strong.

A CPA joining a messy board does not make it disciplined.

A fundraiser joining a disengaged board does not suddenly make people ask for money.

Boards have to do their own work.

A Board Seat Is Not a Consulting Arrangement

This is especially important when nonprofits recruit people because of their profession.

If you want legal counsel, hire legal counsel.

If you want accounting support, hire an accountant.

If you want a fundraising strategy, bring in someone who can do that work.

Do not hand somebody a board seat because you are hoping they will quietly fill a staff gap, fix a leadership issue, or serve as your free expert in the corner.

That is not fair to them, and it is not good governance.

A board member’s role is to govern. To provide oversight. To help steward mission, strategy, accountability, and long-term health. That role matters. It deserves more respect than being treated like a workaround.

And let me say this plainly: every helpful person does not need a vote.

Sometimes the right person belongs on a committee. Sometimes they need to be an advisor. Sometimes they should be a consultant. Sometimes they are a great friend to the organization and should stay exactly there.

Not every smart person belongs in a governing seat.

Lawyers Are a Perfect Example

Since lawyers get recruited this way all the time, let’s just say it out loud.

A lawyer on your board is not your law firm.

Some lawyers make excellent board members because they understand responsibility, ask good questions, and know how to assess risk without hijacking the conversation. Others cannot resist turning every discussion into their own little courtroom drama.

That is not governance. That is a performance.

And boards do not help. The minute a lawyer joins, everybody starts acting as if legal counsel has arrived. Suddenly, people are asking for opinions in the middle of meetings, assuming all conversations are protected, or leaning on one board member instead of getting the organization proper legal support.

That is sloppy. It blurs roles. It creates confusion. And confusion is where boards make expensive mistakes.

The same basic caution applies to every profession. A board member should bring expertise, yes. But they should also know how not to make their expertise the whole show.

The Best Board Members Understand the Assignment

The strongest board members are not always the flashiest ones.

• They are the people who read the packet.

• They come prepared.

• They ask thoughtful questions.

• They stay focused on the mission.

• They understand fiduciary responsibility.

• They know staff run the organization and boards govern it.

• They do not need to dominate the room to prove they belong there.

That is what boards should be recruiting for.

Not titles.

Not status.

Not who looks best on a website.

Not who makes the board feel fancy.

They should be looking for people with sound judgment, healthy boundaries, steady engagement, and the willingness to do the actual work of governing.

Because let’s be honest: some of the most credentialed people in town make terrible board members. And some of the best board members are people who bring wisdom, discipline, and deep commitment without needing to announce themselves every five minutes.

That is the sweet spot.

Build a Governing Body, Not a Collection of Impressive Bios

Stop building your board like a networking event. Build it like a governing body.

Figure out what the organization actually needs. Look at the skills already in the room. Look at the gaps in judgment, oversight, community connection, lived experience, fundraising culture, and strategic thinking. Then recruit people who can serve the mission well, not just decorate the roster.

Because a board seat is not a trophy. It is not a thank-you gift. It is not a place to park somebody influential and hope for magic. It is a job.

And nonprofits would save themselves a whole lot of heartache if they started treating it that way.

Final Thought

So yes, this may be an unpopular opinion. Stop recruiting board members by job title.

Recruit people who can govern. Recruit people who can think, prepare, listen, ask, discern, and stay mission-centered when things get hard. Recruit people who understand that board service is not about being the expert in the room. It is about being responsible in the room.

That is what makes a strong board member.

Not “Esq.”

Not “CPA.”

Not “CEO.”

Not “major donor.”

Just somebody with good sense, good judgment, and the ability to serve something bigger than themselves.

Now that would be a lovely place to start.