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Leading Beyond the Chair: The Enduring Influence of a Former Board President
When a nonprofit Board President’s term comes to an end, it can feel a bit like stepping off a moving train. For many, the role has been all-consuming—setting agendas, partnering closely with the CEO, and navigating challenges. So what comes next?
In my experience working with nonprofit boards across the country, the most effective past presidents don’t step away—they step into a different kind of leadership. One that is often quieter, but no less impactful. The transition from Board President to past president (formally or informally) is a pivotal moment, not just for the individual, but for the health and continuity of the organization.
Here are several valuable roles a former Board President can play to continue adding meaningful value:
1. Trusted Advisor to the New Board President
One of the most important—and sometimes underutilized—roles is serving as a thought partner to the incoming Board President. This doesn’t mean hovering or second-guessing decisions. It means being available.
A new president is often navigating steep learning curves: managing board dynamics, building a relationship with the CEO, and finding their own leadership voice. A former president can provide context, institutional memory, and a sounding board when questions arise.
The key here is balance. The most effective past presidents resist the urge to “do” and instead focus on supporting the new leader in their approach. It’s less about continuity of style and more about continuity of strength.
2. Steward of Institutional Knowledge
Every organization has history—decisions made, lessons learned, relationships built. Much of this lives informally in the minds of long-serving leaders.
Former Board Presidents are uniquely positioned to help preserve and share that institutional knowledge. Whether it’s helping explain the “why” behind a past strategic pivot or providing background on long-standing partnerships, this perspective can prevent the organization from reinventing the wheel—or repeating past mistakes.
This role is especially valuable during times of transition, such as a new CEO, a strategic planning process, or significant growth.
3. Champion of Governance Excellence
After serving as Board President, individuals often have a deeper appreciation for what strong governance really looks like—and where gaps may exist.
This creates an opportunity to contribute as a governance champion. That might include:
Supporting board self-assessment efforts
Mentoring newer board members on roles and responsibilities
Helping refine committee structures or board practices
Encouraging a culture of accountability and engagement
Because they’ve “sat in the seat,” former presidents often have credibility to raise governance questions in a constructive and forward-looking way.
4. Strategic Thought Partner
Freed from the day-to-day responsibilities of leading the board, former presidents can often engage more fully in strategic thinking.
They can ask big-picture questions, connect dots across initiatives, and help ensure the organization stays focused on its long-term vision. In many cases, they can serve as valuable contributors to strategic planning processes—bringing both historical context and a systems-level perspective.
This is particularly powerful when paired with humility: offering insight without dominating the conversation.
5. Ambassador and Relationship Builder
Board Presidents often build strong external relationships—with donors, community partners, and key stakeholders. Those relationships don’t need to end when the term does.
Former presidents can continue to serve as ambassadors for the organization—opening doors, maintaining connections, and supporting fundraising efforts. In fact, without the formal responsibilities of the presidency, they may have more flexibility to lean into this role.
Their credibility and familiarity with the organization’s mission and impact can make them especially effective advocates.
6. Mentor to Emerging Leaders
Healthy boards are always thinking about leadership development and succession. Former Board Presidents can play a critical role in mentoring future leaders within the board.
This might include:
Coaching committee chairs
Encouraging and developing potential future officers
Sharing insights about leadership challenges and opportunities
By investing in others, former presidents help ensure a strong leadership pipeline and a more resilient organization over time.
7. Model of Graceful Transition
Finally, one of the most powerful roles a former Board President can play is simply modeling what a healthy leadership transition looks like.
Letting go of authority, supporting new leadership, and continuing to serve with purpose—but without attachment to position—sets a tone for the entire board. It reinforces that leadership is about service, not status.
I often tell boards: people are always watching how leaders exit roles just as much as how they enter them. A thoughtful, intentional transition can strengthen trust and set the stage for future success.
Stepping down as Board President is not an ending—it’s an evolution. When approached with intention, it creates space for new leaders to emerge while allowing experienced leaders to continue contributing in meaningful ways.
The most effective nonprofit boards recognize this and create pathways for past presidents to stay engaged—leveraging their experience, perspective, and commitment to the mission.
Because at the end of the day, strong governance isn’t about any one role. It’s about a collective commitment to stewarding the organization forward—together.
Governance and Strategy With San Diego Botanic Garden
There’s something powerful about connecting how a board governs with where an organization is going.
One of the most impactful moves in strategic planning is integrating a Board Self-Assessment into the process. It grounds the strategy in reality—clarifying strengths, surfacing gaps, and ensuring the board is truly equipped to steward the vision ahead. Strategy doesn’t just live on paper—it lives through governance.
Grateful for the opportunity to facilitate a two-day leadership retreat with San Diego Botanic Garden, where we brought together board governance and strategic planning in a meaningful, integrated way. The conversations were thoughtful, candid, and forward-looking—exactly what strong governance requires.
And the setting? Absolutely stunning. The Garden itself is a reminder of what intentional cultivation can create over time. If you haven’t visited, it’s well worth experiencing.
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.
Walden School Board Retreat
Healthy Boards not only plan for the present, they explore possibilities for the future with curiosity. It was a pleasure to facilitate a long-range planning retreat with the dedicated Board of Directors of Walden School, an independent K-12 school in Louisville, KY. Thoughtful, mission-driven leadership like theirs is the foundation of lasting impact. Grateful for the opportunity to support their commitment to excellence and innovation in education! 🌟📚
Ethics in Nonprofit Governance: Upholding Integrity and Accountability
🌟 Just wrapped up leading a session on "Ethics in Nonprofit Governance: Upholding Integrity and Accountability"— a timely and important conversation on how nonprofit leaders can build trust, ensure transparency, and navigate ethical challenges with integrity.
Grateful to have partnered with the Federal Bar Association and myLawCLE to bring this session to life. It's always an honor to engage with legal and nonprofit professionals who are committed to doing good—ethically and effectively.
Board Champions 2025 at Welborn Baptist Foundation
In partnership with Welborn Baptist Foundation, I was honored to lead a session last week in Evansville, Indiana on Board Champions: Habits and Practices of Healthy Boards. I was so impressed with the talent and engagement of the Board members and nonprofit executives in the room as we had a fun and thoroughly interactive discussion!
Reach out to us if your organization or foundation is interested in bringing Board Champions to your community.
What is Your Board's Standard? 🤔
“The standard you walk past is the standard you accept.”
Lieutenant General David Lindsay Morrison, former Chief of the Australian Army, made this statement in response to inappropriate behavior within the military, but it has always stuck with me because of its application to other arenas, including the nonprofit Board room.
Board members are the owners – the standard bearers – of their team. They shape the culture of the team and set the standard for its performance. Board members who fulfill expectations and are accountable for their commitments contribute to a high standard of performance. Likewise, Board members who witness a problem or behavior and fail to address it are implicitly accepting it as the new norm.
Healthy Boards reflect on the standard they are setting in many areas, including:
1. Setting Organizational Culture
Nonprofit boards play a critical role in shaping the culture and ethics of the organization. If board members allow low standards—whether it’s poor governance, lack of accountability, or ineffective fundraising practices—they are implicitly accepting those standards as the new baseline. Over time, this can erode the organization's mission, reputation, and ability to deliver on its goals.
2. Accountability
Board members have a fiduciary duty to ensure that the nonprofit operates efficiently, ethically, and in accordance with its mission. If they overlook financial mismanagement, unaddressed conflicts of interest, or ineffective leadership, they are condoning those behaviors. By walking past these issues, boards risk harming the nonprofit’s long-term sustainability and undermining public trust.
3. Leadership and Influence
Boards set the tone for executive leadership. If nonprofit leaders see that the board tolerates substandard behavior or practices, they may feel emboldened to act in ways that don't align with the organization's values. Boards should be proactive in holding leadership accountable, providing guidance, and ensuring that the nonprofit's values are reflected in every aspect of its operation.
4. Risk Management
Boards are responsible for identifying and managing risks, including legal, financial, and reputational risks. By walking past risky behavior or inadequate systems, they expose the organization to unnecessary dangers. Nonprofit boards must be vigilant and prepared to step in when things go wrong, before the situation worsens or becomes irreparable.
5. Setting Expectations
One of the most important roles of a nonprofit board is to set clear expectations for performance. If board members fail to address underperformance or missed opportunities, they send a message that mediocrity is acceptable. This can have a ripple effect throughout the organization, from staff members to volunteers, and can ultimately diminish the nonprofit’s impact.
6. Building a Culture of Excellence
Boards should actively cultivate a culture of excellence by setting high standards, regularly reviewing performance, and ensuring that resources are used efficiently and effectively. By doing so, they help the nonprofit fulfill its mission in the most impactful way possible. If board members allow mediocrity, they reduce the nonprofit's ability to achieve its goals and make a difference in the community.
7. Encouraging Transparency
Effective boards encourage openness and create an environment where transparency is the norm.
What is your Board’s standard?
If your Board is ready to evaluate or elevate its standard, let’s talk!
DirectEmployers Association Board Retreat
Associations play a vital role in bringing people and groups together around common interests and shared values. I enjoyed facilitating a dynamic discussion on Board governance with the talented Board team from DirectEmployers Association. This Association provides superior HR technology and expert guidance that can be leveraged by employers, State workforce personnel, and other partners.
Board Champions: Hudson Ferris
Nonprofits thrive when leaders and those who support them learn with and from each other. It is one of the things I love most about working with nonprofits — being part of a learning community driven by curiosity. I recently presented a skill building workshop on Board governance for the talented team from Hudson Ferris. In the workshop, we discussed topics including:
💡Defining expectations for Board members
💡Identifying the skills, talents, and perspectives needed on the Board
💡Leveraging committees and meetings effectively
💡Navigating boundaries between Board and staff
It was an exciting and interactive discussion and I thank the team from Hudson Ferris for inviting me to share my thoughts. Hudson Ferris is a boutique fundraising firm based in New York City with 50 years of professional development experience.
NTCA Summer Symposium - Strategies for Effective Board Meetings
Board meetings are most effective with a thoughtfully planned agenda centered around mission-focused strategic discussions and decisions. I so enjoyed sharing thoughts on strategies for effective Board meetings at the NTCA Summer Symposium in Savannah this week. As an added bonus, I had the opportunity to facilitate and engaging and informative panel discussion on Board governance with 3 talented Board members.
Nonprofit CEO & Board Leadership Virtual Conference
Professional development is critical to the success of all leaders. I invite you to join me at the upcoming Nonprofit CEO & Board Leadership Virtual Conference on February 22, 2024 presented by DCM Associates. I will be co-facilitating a panel discussion with my colleague Jay Weisman on “Strengthening Your Nonprofit Board.” Other sessions of the virtual conference include:
CEO Succession Planning – The CEO’s Perspective
CEO Succession Planning – The Board’s Perspective
Strengthening Your Leadership Team
Click below for more information and I look forward to you joining me on February 22 for a great day of learning and development!
NTC and Kentucky CASA Network Partnership
Healthy nonprofits are built on strong foundations. Two critical components of a strong foundation are an informed, engaged Board of Directors and a compelling vision for the organization supported by actionable goals and strategies.
I am thrilled to announce an innovative partnership between NTC and Kentucky CASA Network (KCN) to develop dynamic Boards and actionable strategic plans with CASA programs across the State of Kentucky. With support from KCN, over the next 12-18 months NTC will have the opportunity to work with CASA programs across the State -- facilitating Board retreats and strategic plannings projects. Our vision is to amplify the great work being done in these programs by providing resources to elevate Board governance and develop actionable goals and strategies.
“The KCN recognizes that in order to deliver high quality advocacy services to abused and neglected children, we must build and sustain highly effective CASA programs across the Commonwealth. This all starts with strong board governance to provide this critical infrastructure and support. We are excited to work with NTC to further enhance our work as we move towards the vision of every child in Kentucky having access to a CASA volunteer.”
Andrea Bruns - CEO, Kentucky CASA Network
The Kentucky CASA Network provides ongoing development, training, technical assistance, and resources to local CASA programs across the Commonwealth. Currently, the Kentucky CASA Network is an association of 21 local programs, covering 92 Kentucky counties, which served 3,538 abused and neglected children in 2022. The KCN also advocates for the needs of CASA programs with industry stakeholders in the Capitol and throughout the state. The CASA programs in Kentucky are part of a larger national network.
NTCA Summer Symposium - Jacksonville
Thank you NTCA -- The Rural Broadband Association — for the invitation to speak at the first session of your Summer Symposium in Jacksonville, Florida. I throughly enjoyed moderating a panel discussion on Board governance and community engagement and leading sessions on developing healthy, engaged, and inspired Board members. See you next week in Minneapolis for the second session!
NTCA Conference
Thoroughly enjoyed speaking this week at the Summer Symposium of NTCA–The Rural Broadband Association. I enjoyed meeting and interacting with so many talented leaders while speaking on Principles in Board Governance as well as Strategic Planning for Boards. NTCA is building a better broadband future for rural America. NTCA’s members build and deliver broadband connectivity and operate essential services in rural and small-town communities across the U.S.
Jewish Family & Career Services Board Retreat
Enjoyed leading part 1 of a 2-part Board retreat with the talented leaders of Jewish Family & Career Services. JFCS expands possibilities for each person and every family to meet life’s challenges with confidence.
5 Habits of Healthy Boards Podcast
I recently sat down with my friend and colleague Patrick Jinks of The Jinks Perspective for an episode of his podcast The Leadership Window. Listen as I discuss with Patrick the 5 habits of healthy Boards. We also discuss practical, actionable strategies for elevating the performance and engagement of your Board.