Stronger Boards Start with Stronger Relationships

By Hardy Smith, IOM | Institute for Organization Management Faculty and author of Stop The Nonprofit Board Blame Game

Successful boards don’t happen by accident—they’re built on strong relationships. For chamber of commerce, association, and nonprofit leaders, the relationship with the board is one of the most critical success factors. When these relationships work well, organizations thrive. When they don’t, frustration and dysfunction take center stage.

A positive leader-board relationship starts with trust. Without trust, everything else becomes harder. Leaders may withhold information, boards may second-guess decisions, and the focus shifts from the mission to managing tension. In contrast, trust opens the door to honest conversations, strategic thinking, and collaborative problem-solving. When board members know the leader values their input—and when the leader knows the board supports them—big goals become achievable.

Board members are volunteers who choose to give their time. They want to feel appreciated, respected, and engaged. Leaders who recognize this reality build stronger boards. Regular communication, timely updates, and simple expressions of gratitude go a long way. These actions signal that the board is not just a compliance body but a valued partner in success.

The payoff for strong relationships is significant. Engaged board members become advocates, donors, and connectors. They proudly represent the organization, open doors to new opportunities, and help solve challenges. For chambers and associations, that can mean stronger advocacy, higher member retention, and greater visibility. For nonprofits, it often translates into more robust fundraising and deeper community impact.

What happens when relationships suffer? Disengagement often follows. Misaligned expectations, poor communication, and lack of appreciation all contribute to this breakdown. Leaders who take ownership of relationship-building can turn this around by setting clear expectations, showing respect for board members’ contributions, and creating an environment of open dialogue.

Practical Advice for Building Strong Relationships:

• Clarify roles and expectations early. Misunderstandings often create tension. Make sure everyone knows what success looks like.
• Schedule regular one-on-one conversations. Personal connection builds trust. Use this time to listen to concerns and understand motivations.
• Communicate proactively and transparently. Don’t let board members feel left in the dark—share wins, challenges, and progress updates.
• Show appreciation often. A simple “thank you,” a handwritten note, or public recognition can reinforce that their time and effort matter.
• Create opportunities for engagement beyond meetings. Invite board members to events, task forces, and conversations that allow them to contribute in meaningful ways.

In the end, positive board relationships are not optional—they’re essential. They reduce friction, build trust, and create a climate where everyone is working toward the same purpose. Strong boards are built through strong relationships. Leaders who invest in those relationships set their organizations—and themselves—up for long-term success.

How do you develop and maintain positive relationships with your board members?

This article is brought to you by Institute for Organization Management, the U.S. Chamber of Commerce’s professional development program for nonprofit executives. Learn About IOM

Hardy Smith, IOM is an Institute Faculty and author of Stop The Nonprofit Board Blame Game. He works with chambers of commerce, associations, and nonprofit organizations who want to benefit from positive, productive, and fully engaged boards. Learn more about Hardy: www.HardySmith.com