Finding people willing to serve on a nonprofit board can be difficult. Finding the right people can be even harder.

It can be tempting, particularly when there are empty seats to fill, to focus on who is available and willing to say yes. But filling a seat doesn’t necessarily strengthen a board. A new member may care deeply about the mission but lack the skills the organization currently needs. Someone else may enthusiastically agree to serve, only to become an infrequent participant once the meetings begin.

A recent Blue Avocado article, “7 Ideas to Build a Healthy Board Nominating Process,” by Rand E. Morgan, makes the case for approaching board recruitment differently: as a strategic, intentional and ongoing responsibility rather than something a board tackles shortly before it needs new members.

Here are seven ideas from the article worth considering:

1. Recruit year-round.

Don’t wait until a board vacancy appears to start thinking about candidates. Morgan recommends that board members, staff and the nominating committee continually identify prospective members and maintain a running list of people who might bring value to the organization. He also encourages nonprofits to look beyond the most obvious or established community leaders and consider emerging leaders who may bring different perspectives.

2. Make nominating an ongoing responsibility.

Similarly, the nominating committee shouldn’t spring into action once a year and then disappear. The article recommends maintaining an active committee that continually develops and evaluates the organization’s pool of potential board members. It doesn’t have to be large; Morgan suggests a small group of board and community members who know the organization well.

3. Know what your board actually needs.

Rather than starting with Who do we know?, start with What do we need?

Look at the skills and experience already represented on your board, the gaps that will emerge as members rotate off and the challenges your organization is likely to face in the future. Then consider the characteristics, expertise, perspectives and experience that would help address those needs.

Morgan suggests keeping the organization’s strategic plan at the center of this conversation: Who can help the organization accomplish the goals it has identified?

4. Look beyond your existing circle.

A promising board candidate doesn’t need to be someone a current board or staff member already knows. In fact, someone less familiar with the organization may bring valuable new ideas and perspectives.

If you identify someone whose background and strengths align with what your board needs, don’t automatically rule them out simply because no one can make a personal introduction.

5. Consider a trial run.

Not sure how someone will perform as a board member? Consider inviting them to serve on a committee first.

Committee participation provides an opportunity to see whether a prospective member comes prepared, asks thoughtful questions, contributes useful ideas, works well with others and follows through on responsibilities. It also gives the prospective member an opportunity to become more familiar with the organization before making a larger commitment.

6. Consider temperament, not just a résumé.

Expertise matters, but so does how someone works with others.

Healthy boards don’t necessarily agree on everything. Constructive disagreement and thoughtful questioning can improve decision-making and accountability. The goal is to recruit people who are willing to raise difficult questions while remaining respectful, collaborative and focused on the organization’s mission.

7. Prioritize candidates before approaching them.

Instead of informally asking several people whether they’d be interested in serving and deciding what to do afterward, the article suggests first developing and prioritizing a list of candidates based on the board’s needs.

The nominating committee can then approach its preferred candidate and move to the next person if that individual declines. Other strong candidates can remain on the list for future openings.

Don’t fill a seat just to fill a seat

Perhaps the most useful takeaway is also one of the simplest: an empty board seat isn’t necessarily a problem that needs to be solved immediately.

As Morgan points out, provided an organization has enough directors to meet its bylaws requirements, it may be better to leave a position vacant while searching for the right person than to fill it with someone who isn’t a good fit.

Board recruitment isn’t just about finding volunteers. It’s an opportunity to think strategically about where your organization is headed and who can help it get there.

Source: Rand E. Morgan, “7 Ideas to Build a Healthy Board Nominating Process,” Blue Avocado, September 15, 2026.