As non-profits embrace technology, I hear many concerns that boards are unwilling to take chances on new channels for building their organizations.

Does this require a new type of board member? How does a CEO or board re-invent themselves?

The old adage of having a board member take on a fiduciary role is still important, but it's not always meaningful to the individual. It certainly doesn't tap into the strategic and business-like approach that's needed. 

Here are 3 ways to transform your non-profit board:

1. Make sure each person on the board uses his/her full potential. This is accomplished by fully engaging them in a discussion all the time, seeking their ideas, and asking them questions. The ideal situation is for the CEO and board member to be on a partnership level as a leader. When you fully engage in a partnership and as leaders, you stand a better chance of reaching your full potential and achieving your goals.

2. Be constantly willing to examine and reexamine your own performance. The board must be open to analyzing its functionality and the roles that each individual plays. Being aware of weaknesses and acknowledging them will help in the transformation process.  Of course, action is required to make the necessary changes towards progress.  

3. Participate in fundraising. The board's active participation in fundraising — which includes their own annual contribution — is key. This means that people who serve on your board have strong community relationships with corporations and businesses that you can tap for contributions. This trumps an annual appeal letter any time.                    

My recommendation to most boards is to do a comprehensive performance assessment every two or three years to measure the level of the engagement of their board and their passion for the organization.  

Welcome to 2011. By the way, if you'd like more tips and information on transforming your board, take a look at my new book, The Non-Profit Board Therapist.