Identifying fit-for-purpose board members - Strategic recruitment in modern associations

In this article, Dr. Ágota Szabó draws on her research and experience to explore how Associations can move from traditional, relationship-based board selection to a more strategic, competency- and values-driven approach. From building a diverse pipeline of future leaders to reshaping member education and board expectations, she lays out practical steps to help organisations strengthen their boards, starting now.

Association boards face growing pressure to deliver meaningful leadership, accountability, and strategic direction in an increasingly complex environment. Whether navigating regulatory changes, evolving member expectations, or technological disruption, boards are being called upon to do more—with clarity, effectiveness, and efficiency. At the core of any high-functioning board is not just the governance structure or bylaws, but the people who fill the seats. Yet too often, the selection of those individuals is treated as a routine or informal process, rather than the strategic priority it truly should be.

Research and real-world experience alike confirm a direct link between how board members are selected and how effectively boards perform. When recruitment is grounded in clear criteria—focusing on mission alignment, relevant skills, leadership experience, and personal commitment—boards are more capable of setting strategic direction, making informed decisions, and holding themselves accountable. In contrast, when board members are chosen based on personal relationships, tenure, or subjective traits (“he’s a nice guy”), performance tends to decline. These traditional selection models often result in misaligned expectations, under-engaged directors, and missed opportunities. Boards built without strategic intent are less likely to challenge assumptions, adapt to change, or support the long-term sustainability of the organization.

Reflection question: Are we treating board recruitment as a strategic decision or are we focused too much on comfort and familiarity?

From Control to Influence: Shaping the Pipeline

Many associations operate within democratic governance models where members elect the board. This can limit leadership’s direct control over who joins the board. However, limited control does not mean limited influence. Associations can and should shape the candidate pipeline long before the election process begins.

One of the most effective ways to do this is by defining and publicizing clear board profiles—outlining the desired competencies, experiences, and values. These profiles should be more than a formality; they should serve as guiding documents that communicate the association’s leadership needs and strategic direction. By articulating these expectations publicly and regularly, associations signal to potential candidates what is truly required to serve effectively.

A nominating committee plays a vital role in this strategy. Properly empowered, this committee can seek and present a slate of candidates who meet established criteria and represent the competencies and diversity needed for the board to govern successfully. This is not about restricting member choice—it is about guiding it toward what is best for the organization.

Reflection question: Have we clearly identified and communicated what our board needs in terms of skills, competencies and values?

Raising the Bar: Pre-Election Orientation and Member Education

Recruitment should not end at identifying candidates. Associations must go further by providing pre-election orientation sessions. These sessions give prospective candidates a realistic understanding of what board service entails—the time commitment, legal responsibilities, and strategic expectations. They also serve as a valuable filter: those who are unwilling or unable to commit at the necessary level often self-select out after learning what is truly involved.

Another essential component is educating the membership. Too often, elections become popularity contests or are influenced by personal affiliations. A well-informed voting base can be a powerful force for good governance. Member education campaigns—focused on board responsibilities, governance principles, and the importance of selecting qualified leaders—help create a culture of accountability and shared responsibility.

Reflection question: Are we providing the necessary information to potential candidates and members to make thoughtful decisions about board leadership?

Beyond the Election: Growing Future Leaders

Strong boards do not happen by accident; they are built over time. Associations must take a long-term view by developing future leaders early. Encouraging member involvement through committees, mentorship programs, and leadership development initiatives creates a talent pipeline of individuals already aligned with the organization’s mission and familiar with its culture and challenges.

This investment in leadership development is especially important as associations face increasing pressure to be more agile, diverse, and strategic. Tomorrow’s board members need to be more than just supporters—they need to be capable stewards who can guide the organization through complexity and change.

Reflection question: Are we intentionally developing future leaders in our organizations or are we hoping for the best in terms of candidates?

The Shift from Relationships to Competency and Diversity

Historically, many board seats have been filled through informal, relationship-based recruitment. While relationships remain valuable, relying solely on them can limit diversity, reduce accountability, and perpetuate stagnation. The modern association must adopt a competency-based recruitment model—one that prioritizes skills, experiences, and values over familiarity.

Diversity must also be reframed as a strategic asset, not a box-ticking exercise. Meaningful diversity—in backgrounds, professional experience, perspectives, and demographics—enriches board discussions, sharpens decision-making, and enhances the board’s ability to represent and serve its broader membership. It is not enough to have diverse representation; boards must also ensure that all voices are empowered and heard.

Reflection question: Are we recruiting for the board we need or the board that makes us feel comfortable?

Building Boards for the Future

Ultimately, association boards must reflect the evolving needs of the organizations they govern. Effective boards are not just collections of well-intentioned individuals; they are high-performing teams built on clarity, commitment, and capability. This transformation requires a deliberate and strategic approach to recruitment—starting with how potential board members are identified and extending through to how they are selected, onboarded, and supported.

The association leader’s role in this process is to shift the mindset from reactive to proactive, from convenience to strategy, and from control to influence. By defining what good governance looks like, communicating it widely, and investing in leadership development, association leaders can ensure their boards are not only prepared for today’s challenges but positioned for tomorrow’s opportunities.

Reflection question: Are we being intentional with our choices today to shape the board we need tomorrow?

Building better boards: from selection to sustained success

 I have worked with many boards both as an advisor and researcher, and one thing has become clear: strong governance doesn’t happen by chance. It begins with thoughtful board member selection, continues through structured onboarding, and is sustained through ongoing learning and evaluation. Whether your board is thriving or facing challenges, there are always ways to strengthen its alignment, performance, and impact. My work focuses on helping boards become more intentional—about who they bring to the table, how they prepare them, and how they continue to grow.

If you’re looking to improve any part of that journey—from refining your recruitment process to designing better orientation or conducting a meaningful board evaluation—I would be glad to support you. Every board has its own culture and context, but the principles of effective governance are universal: clarity, accountability, and continuous learning. Let’s make sure your board has what it needs to lead well, now and into the future.

For more information please contact: a.szabo2@vu.nl

•         Board advisor, Researcher & Educator

•        E-mail: a.szabo2@vu.nl

Academic and Professional Background

Dr. Agota Szabo

Senior educator, researcher and board advisor in the field of Organizational and Board Governance. As a board advisor, Agota focuses on helping organizations to review and structure their internal governance processes, to implement governance best practices, to evaluate director performance and to design an onboarding program for new directors. Agota has been working with large foundations and not-for-profit organizations as an advisor and serves as a Chair for a Community of Practice for not-for-profit executives in The Netherlands. She is currently the academic lead on the project of “Supervisory Boards 2.0” with the focus on improving the effectiveness of Supervisory Boards in the Dutch charity sector.

Agota has a PhD in board governance with the focus on how to create a common understanding of governance among directors and how to implement governance best practices. In the past 12 years as an academic Agota has been lecturing to students at undergraduate, graduate and MBA/Executive level in various corporate governance, leadership and board governance module.