Create an Impact Plan 
WhenYou Join a Nonprofit Board

I agree with Antoine de Saint-Exupéry's wise words, "A goal without a plan is just a wish." A plan gives you direction and serves as a much-needed guide to keep your path clear. Think about the chaos that hits the moment you open your email, step into the office, or even when the kids wake up. There’s always so much to do. And inevitably, everything else takes priority over your volunteer work. The job you’re paid for comes first. Your family comes first. The board you joined because you care about the cause? It often slips to the back seat—not on purpose, but because that’s how life ranks things.

 

But when you join a board, you’re making a commitment to the organization, the CEO, your fellow board members, and most importantly, to the people being served. You joined because you want to make a difference. Yet if your commitment doesn’t have a plan, it will always stay at the bottom of your to-do list—or worse, you won’t know where to begin.

 

That’s why impact planning is so effective, and why I encourage every CEO and board member to engage in this process. It’s simple: the CEO and each board member sit down together to create a personalized plan that aligns the organization’s needs with the board member’s time, talents, and connections. It’s a chance to gain clarity, build trust, and collaborate outside the boardroom. That clarity is what drives real impact.

 

When I joined my first board early in my career, I was honored to have a seat at the table. I was eager to contribute, as I was leading a board myself but never had a seat on the other side. At first, I jumped into the events committee and loved it—working with fellow board members, planning a fun and very successful fundraiser. But after a few years, I wanted to do more, something different. So I asked the CEO to lunch, hoping we could brainstorm new ways I could support him and the organization.

 

That meeting didn’t go as expected. I asked, “How can I support you as a board member?” thinking it showed respect and collaboration. His response: “Being on the events committee is a perfect role for you.” Every idea I offered after that hit a wall. I left feeling dismissed, uncertain, and honestly, like I was wasting my time. That experience changed me. It taught me how it feels to want to contribute but not be invited in. And later, it shaped the way I approached my own board members. I never wanted anyone to feel like their time or talents didn’t matter. I never wanted them to feel like they were wasting their time. And I certainly never wanted them to feel their contribution was limited by anyone other than themselves.

 

Today, I encourage board members and CEOs to embrace the impact planning process. Spend time together, one-on-one. Talk about what support looks like for each of you and how you can work in partnership toward the mission. And put it all in writing!

 

Start with three simple questions:

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1. Why did you want to join the board?

2. Who do you know who might be just as passionate about our mission?

3. What will you personally give to the organization, and how much will you help raise? 

    

Answering these questions creates an instant framework for your impact plan. Both sides walk away with clarity, confidence, and connection. Everyone wins.

 

And there’s one more question worth asking: How much time do you really have to devote to being a board member? So many assumptions surround board service—how available people are, how involved they want to be, or how much they know about governance. Talking about time and expectations up front brings clarity and builds a stronger, more effective partnership.

 

Don’t forget, a board member is a volunteer, and the CEO is a professional. Impact planning bridges those two worlds, turning good intentions into meaningful action.