By Ruth Masterson, Exponent Philanthropy 

Is it time for your foundation board to undertake a big change—for the better? Is it time to introduce a new board policy or consider a new grantmaking strategy? Are you excited to recommend a board portal, conduct a board self-assessment, or take a good look at your foundation’s impact in the field?

Change takes effort, to be sure, and I’ve heard a fair amount of worry over the years about how to get the full board on board with a new idea. Here are some strategies I often recommend to board or staff members who champion new ideas:

• Listen well. If you want board members to listen to you, your best bet is to model listening to them. Put energy into understanding others’ perspectives and respecting their concerns (however insightful or disproportionate they may be). After all, if a concern is real to someone else, it really is something for you to consider.

• Be willing to amend your idea. Your idea may be truly great, or it may be more acceptable with some amendments. Or it may be a great idea for another board, or another foundation, or another time. In any event, an attitude of flexibility will pay off, even if it’s the perfect idea at the perfect time!

• Remember that the board is made up of individuals. Even though we often refer to the board collectively, don’t overlook the separate individuals who compose it. Divide and conquer is one way to think of it, but I’m not talking about creating a wedge issue. Your tack can be as simple as remembering that each person on the board brings different experiences and personalities. Try to think of the board members in shades of gray (or even multicolored, if your imagination is vivid) rather than in black and white.

• Have one-on-one conversations. Here’s your chance to put listening into action! Outside of board meetings, ask individual board members for their opinions. Explore whether they see the problem in the same way you do, and what they think a possible solution may be. Keep notes on any barriers as you hear them, and consider whether your solution will work as-is or could be improved. 

• Work with an ally. You may be surprised to find that some board members agree with you—at least more than you expected. Treat these people as allies. Ask for advice now, and for help later, when the issue comes up in full board discussion. An ally can also broach the subject for you, and may even have more gravitas than you, either because of their position or just because they are a new and unexpected voice advocating for change. 

• Discuss motivations, expectations, concerns, and goals with the full board. Some barriers to change are only a concern of a minority of the board, and other board members might be in a better position to explain en masse to the minority how the solution will benefit the foundation. You don’t need to do all the work. Organic group process can often work out the kinks too. 

• Share materials. Sometimes sharing materials—whether an article, a section of a book, or a link to a video—can be just the ticket in helping your board members understand the success of other foundations that implemented the change you seek. Stories can be a vivid way to help board members look at situations from a new perspective. If board members are willing, you can ask them to read something in advance and present it to the board. This can be a great conversation starter! 

• Talk with peers for perspective. Don’t forget the resources that are just a phone call or email away. Peers in the field might have suggestions, and Exponent Philanthropy’s staff are always happy to provide an outside perspective or suggestions.

We’d love to hear from you! Do any of these strategies ring true for you? Do you have other strategies to share with us and our readers?

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Senior Program Director Ruth Masterson works closely with members to create written materials and training curricula, and answers member questions on foundation administration, governance, boards, and tax and legal topics. She is also is the project manager for Exponent Philanthropy’s Practical Board Self-Assessment. Prior to joining Exponent Philanthropy, Ruth served nonprofits in her work at Adler & Colvin, the Council on Foundations, and the International Center for Not-for-Profit Law.