Don’t Forget the Wisdom in the Room: Engaging Emeritus Board Members Thoughtfully
Most nonprofit leaders I know spend a lot of time thinking about who’s next—the next board member, the next committee chair, the next generation of leadership. That’s healthy. But sometimes, in the rush forward, organizations unintentionally leave behind a group that still has a great deal to offer: emeritus board members.
When engaged well, emeritus board members can be an extraordinary asset. When engaged poorly—or not defined at all—they can create confusion, frustration, and blurred lines of authority. Like most things in governance, the difference is intentionality.
So let’s talk about who emeritus board members are, why they matter, and what nonprofits should be careful about as they invite these seasoned leaders to stay connected.
What Is an Emeritus Board Member, Anyway?
An emeritus board member is typically a former board member who has completed their term of service but is invited to maintain a formal, ongoing relationship with the organization. Many nonprofits include a short provision in their bylaws authorizing the board to designate “Directors Emeritus” (or similar title). This status is usually honorary and non-voting .
Emeritus roles are often extended to individuals who have given long or particularly impactful service—founders, past chairs, major champions of the mission, or board members who played a critical role during a defining moment in the organization’s history.
What emeritus board members are not is “board members without term limits” or “shadow directors.” They are no longer part of the governing body, and that distinction matters.
The Value Emeritus Members Can Bring
When structured well, emeritus board members can add value in several meaningful ways.
First, they bring institutional memory. Nonprofits turn over leadership regularly, and that’s a good thing. But with turnover comes the risk of repeating old mistakes or forgetting hard-won lessons. Emeritus members often remember the “why” behind major decisions, the context of past partnerships, and the evolution of the mission over time.
Second, they can serve as trusted ambassadors. Emeritus members are often deeply connected in the community. They can open doors, make introductions, and advocate for the organization in spaces current board members may not yet reach. In fundraising, this can be especially powerful—particularly when an emeritus member is comfortable making thank-you calls, attending cultivation events, or lending credibility to a campaign.
Third, they can mentor current board and executive leaders. New board chairs and CEOs often benefit from a confidential sounding board—someone who understands the organization but is no longer in the hot seat. Emeritus members can provide perspective without politics if expectations are clear.
Finally, emeritus status can be a meaningful way to honor service. It communicates gratitude and respect, reinforcing a culture that values leadership, contribution, and long-term commitment to the mission.
Where Nonprofits Need to Be Careful
All of that upside comes with some important cautions.
The biggest risk is role confusion. If emeritus board members attend board meetings without clarity, weigh in on decisions, or communicate direction to staff, governance lines can blur quickly. Staff may not know whose guidance to follow. Board members may feel undermined. CEOs may feel like they have multiple bosses.
Another common pitfall is creating emeritus status without an exit ramp. Emeritus should not be automatic or indefinite by default. Not every departing board member needs—or wants—this role, and that’s okay. Organizations should be selective and clear about expectations, term length (if any), and purpose.
There’s also the risk of nostalgia overpowering strategy. Institutional memory is valuable, but it should inform forward-looking decisions—not anchor the organization to “the way we’ve always done it.” Emeritus members need to respect that the organization will evolve beyond their tenure.
Best Practices for Engaging Emeritus Board Members
Healthy engagement starts with clarity. Put the role in writing. Define whether emeritus members are voting or non-voting (they almost always should be non-voting), whether they attend board meetings, and how they are expected to contribute.
Give them meaningful, mission-aligned ways to stay involved—ambassadorship, mentoring, fundraising support, special projects—without inserting them into governance.
Finally, remember that emeritus status is a relationship, not a reward shelf. Like any relationship, it works best with communication, boundaries, and mutual respect.
When nonprofits engage emeritus board members thoughtfully, they don’t just honor the past—they strengthen the future. And in a sector built on relationships, wisdom doesn’t expire just because a term ends.
