In my last post, I talked about the mistake of recruiting celebrities or prominent community leaders simply because of who they are.
But that doesn’t mean I wouldn’t recruit them.
They might just be the perfect fit for a different role—and be even more effective.
Ambassador.
Think about why boards often want a high-profile person in the first place.
“They know everyone.”
“They’ll attract attention.”
“Donors will take their call.”
“They can open doors.”
“People will come to an event if they’re involved.”
“They’ll give us credibility.”
Those can all be incredibly valuable.
But notice something?
None of them require a board seat.
Board members are there to govern.
They need to:
• Prepare for and attend meetings
• Understand their fiduciary responsibilities
• Ask difficult questions
• Provide oversight
• Participate in important decisions
• Hold leadership accountable
• Be accountable themselves
That’s a very different job from lending your name, network, visibility, or influence to a cause.
And that’s where an ambassador can be incredibly valuable.
Imagine a respected community leader who doesn’t have 10 hours a month to serve effectively on your board…
But they would:
• Introduce your Executive Director to three major donors
• Attend your signature event
• Record a short video supporting the mission
• Make a few strategic phone calls
• Introduce the organization to business and community leaders
• Open a door that might otherwise remain closed
Would you rather have them miss half your board meetings…
Or do those six things?
I’d choose the six things.
The mistake isn’t recognizing the value of someone’s influence.
The mistake is assuming a board seat is the best use of that influence.
Sometimes someone who doesn’t have the time, interest, or capacity to be an effective board member could be an extraordinary ambassador.
And there’s another advantage:
You can be much more specific about what you’re asking them to do.
Instead of:
“Will you join our board?”
Try:
“Would you be willing to lend your voice and influence to this mission in a few specific ways each year?”
That’s a very different commitment.
And for a busy, highly visible person, it may be much easier to say yes to—and actually fulfill.
Strong nonprofits don’t try to put every valuable relationship on the board.
They build different ways for people to contribute.
Board members.
Ambassadors.
Advisors.
Volunteers.
Donors.
Advocates.
Partners.
The goal isn’t to give important people important titles.
It’s to put the right people in the right roles where they can make the greatest impact.
So, the next time someone says:
“Imagine if we could get them on our board…”
Ask a different question:
“Imagine what they could do for the mission if we didn’t.”