So, you’ve got a thriving chamber with engaged members eager to roll up their sleeves and get involved. Fantastic! But before you nominate them as board members, make sure they have what it takes to be part of the strategic planning group. Many times, chamber pros find a dedicated volunteer who’s well-positioned in the community and think, “board.”
But it’s not that simple.
Sure, sometimes the volunteer’s ego screams “board” but you want to be strategic in your recruiting and placement. Board is not the only spot available and it shouldn’t always be your first thought.
It’s like choosing between being the brain or the heart of the operation – both vital, but with very different functions. This guide will help you and your eager volunteers find the right role, maximizing their talents and boosting your chamber’s success.
Confused about who does what? Check out this article about board members’ and ambassadors’ responsibilities.
You Might Make a Great Board Member If…
- You can see the forest for the trees. Board members aren’t bogged down in the day-to-day; they’re focused on the big picture, strategic planning, and long-term goals. Think “visionary” not “micromanager.”
- You’re comfortable in a suit (at least metaphorically). Board members are leaders in the community, representing the chamber at high-level events and advocating for business-friendly policies. They need to exude professionalism and inspire confidence.
- “Robert’s Rules of Order” doesn’t make you break out in hives. Board meetings involve parliamentary procedure, policy discussions, and (gasp!) sometimes even heated debate. If you can navigate this with grace and diplomacy, you’ve got board member potential.
- You understand that “fiduciary responsibility” isn’t a punishment. Board members oversee the chamber’s finances and ensure its sustainability. A good head for numbers and a commitment to ethical governance are essential.
- You’re not afraid to ask the tough questions (and make the tough decisions). Is the chamber truly serving its members? Are resources being used effectively? Board members need to be critical thinkers and bold decision-makers.
On the other hand…
You Might Be a Chamber Ambassador If…
- You’re a social butterfly who never forgets a name (or a face). Ambassadors are the friendly face of the chamber, welcoming new members, attending ribbon cuttings, and making everyone feel included. Ambassadors are often in businesses where meeting people is important. There’s no reason why the volunteer role can’t benefit both the chamber and the volunteer.
- “Networking” is your middle name. You thrive on connecting people, building relationships, and fostering a sense of community. You’re basically a human LinkedIn.
- You’re a master of the “elevator pitch.” Ambassadors are passionate about the chamber’s mission and can articulate its value proposition with enthusiasm and clarity.
- You’re always up for a party (especially if it’s chamber-related). Ambassadors are the life of the chamber’s social events, encouraging participation and creating a welcoming atmosphere.
- You genuinely care about helping businesses succeed. Ambassadors are the chamber’s cheerleaders, offering support, resources, and encouragement to fellow members.
What to Do If They’re Not the Right Fit
While chambers hate to say no to volunteers, the wrong person in the wrong position can create enormous problems. That’s why recruiting the right people for the board and the ambassadors’ roles is essential. But what do you do if someone approaches you for a role they’re not suited for? Or what if someone has been a volunteer for many years and now wants to be “promoted” to board member?
How do you handle that?
It’s wonderful that someone is eager to serve on your board, but sometimes enthusiasm doesn’t translate into the right fit.
Here’s how to navigate this situation with grace and diplomacy:
1. Express Gratitude (and Mean It)
Start by sincerely thanking them for their interest and willingness to contribute. Emphasize how much you value their engagement with the chamber. This sets a positive tone and shows respect for their offer.
2. Gently Explain the Board’s Current Needs
Without criticizing the individual, explain the specific qualities and experience the board is seeking at this time. Perhaps you need someone with a strong financial background, expertise in a particular industry, or experience with strategic planning. Frame it as “this is what the board needs right now,” not “this is what you lack.”
3. Highlight the Ambassador Program
This is where your ambassador program shines! Enthusiastic volunteers who aren’t the right fit for the board might be perfect as ambassadors. Describe the vital role each plays, emphasizing how their skills and personality could be a great asset to the team or cause.
Here’s an example of what you could say:
“We truly appreciate your interest in serving on the board. Right now, we’re specifically looking for someone with a strong background in [specific need]. However, your energy and enthusiasm would be incredibly valuable in our ambassador program. Ambassadors are the heart of our chamber, and they play a crucial role in [describe key ambassador activities]. Would you be open to learning more about that opportunity?”
4. Offer Other Ways to Contribute
If the ambassador program isn’t a good fit either, suggest other ways they can get involved such as joining a committee, volunteering at events, or mentoring a new member. Providing options shows that you value their contribution and want to find the best place for them within the chamber. Have a candid conversation about what they enjoy, and match that with a volunteer opening. Sometimes people seek a board position because they hear the most about it. They may not be aware that there are other standing roles that they could be a part of and make their mark on the community through them.
5. Be Honest (but Tactful)
If the individual persists in pursuing a board position despite your gentle guidance, you may need to be more direct. Explain that while you appreciate their enthusiasm, they may not be the best fit for the board at this time. Offer specific and constructive feedback, focusing on skills or experience gaps.
Remember:
- Focus on the needs of the chamber, not the individual’s desires.
- Be kind, respectful, and appreciative throughout the conversation.
- Offer alternative ways for them to contribute and feel valued.
- Maintain open communication and transparency.
By handling this situation with sensitivity and professionalism, you can maintain a positive relationship with the volunteer while ensuring the best interests of your chamber are served.
The Bottom Line
Just like a body needs both a head and a heart to function, a chamber needs both board members and ambassadors (and other volunteers) to thrive. While one may appear to be more elevated in ranking, all volunteer efforts are essential to the success of the business community.
One of the most important things you will do as a chamber leader is help align the skills of willing volunteers with the right roles in the chamber. By understanding the distinct skills and personalities required for each position, you can help your volunteers find the perfect fit, leading to a happier, more effective, and ultimately more successful organization.
Do you publish a board nominating committee report? The Rogers Lowell Chamber does. Take a look at a past example.
