5 ways to increase your board's diversity

• Date: 01 October 2020
• Author: Amy Dodds
• DOI: http://doi.org/10.1002/ban.31166
• Published date: 01 October 2020

October 2020 • Volume 37, Number 2 5

DOI 10.1002/ban© 2020 Wiley Periodicals LLC • All rights reserved

Types of diversity

BY AMY DODDS

When aiming for a diverse board, keep in mind that there are

different types of diversity to consider. According to the Harvard

Business Review, diversity can be demographic or cognitive.

Demographic diversity refers to gender, race, sexual

orientation, etc. Basically, these are the characteristics

that dene who we are and where we came from. When

seeking to recruit people from underrepresented groups,

a board is looking to increase its demographic diversity.

Cognitive diversity refers to our perception of the world

and our viewpoints. Having several different worldviews on

a board is not necessarily achieved through demographic

diversity alone. Seek out people who don’t necessarily “fit

in” or who process information differently (like those on

the autism spectrum). This will help to not only improve

your board’s image, but also foster inclusivity among

everyone. ■

5 ways to increase your board’s diversity

BY AMY DODDS

While the rallying cry to increase board diversity

has sounded for years, the push for nonprofits to ex-

pand the number of people from underrepresented

groups on their boards has gained more traction

in the wake of nationwide protests calling for racial

justice and equality. Below are five ways for boards

to actively increase their diversity to help them make

better decisions, provide and demonstrate equity,

prevent unconscious blind spots and establish more

connections to the community and its needs.

• Encourage board members to examine

their possible implicit biases. It is difficult to

be more inclusive if you don’t realize you’re being

exclusive. There are several self-assessment quiz-

zes available that measure implicit biases and

can give the board a starting point. The Michigan

Nonprofit Association, for example, has a “Di-

versity, Equity, and Inclusion Assessment” that

can be accessed at www.mnaonline.org. Realizing

implicit bias is the first step in ensuring it doesn’t

interfere with recruitment and board makeup.

• Share resources on diversity, equity and

inclusion with board members. In order for

a truly diverse board to be successful, it’s im-

perative to first foster a culture that welcomes

varied perspectives and backgrounds. According

to the National Council of Nonprofits, the more

board members recognize the need for diversity,

the easier it will be to make concrete and last-

ing changes. Include resources that outline the

numerous positive benefits of board diversity, not

the least of which is a better bottom line.

• Assign actionable goals and accountabil-

ity. Creating a diverse board requires intentional

leadership and direction. Set concrete and real-

istic goals, and ensure follow-through. This not

only demands accountability, but also allows for

celebration when goals are met. After all, positive

reinforcement helps to support change.

• Actively recruit outside traditional

channels. When searching for diverse talent,

go beyond board member networks or histori-

cal recruitment channels. Proactively recruit

people who are going to bring different thought

processes and expertise to your board, and who

happen to be from underrepresented groups.

Ways to reach beyond your traditional networks

include:

• nurturing deep relationships with com-

munity organizations,

• identifying potential leaders in your vol-

unteer network,

• Reinforce interpersonal relationships.

Once new people have been recruited to the

board, keeping them engaged requires strong

relationships. Existing board members need to

welcome new board members, take time to get to

know them and provide opportunities for them

to contribute. People who are given the chance to

contribute feel empowered. Encouraging existing

board members to mentor and guide new board

members can help new members feel part of a

team and nurture deeper relationships that will

only continue to strengthen the board. ■