1. Is this board position in a corporate/for-profit business?  Or will you be helping lead a non-profit organization?  Corporate board positions may require extensive experience, and they often pay their board members for serving.  Non-profit organizations typically have volunteer board members who donate their time and expertise.

2. What is the nature of the work done?  Do you believe in and support that work?  Research the organization’s goals, by-laws and financial reports.  Talk with current members and, if appropriate, current staff.  You do not need to know all the inner workings of the organization, but it helps to know the nature of the work being done and which areas need improvement.

3. What is your own experience/history in the content area?  Does this apply to your area of study or expertise directly or peripherally?

4. What is the history of this organization?  Why is there an opening on the board?  Check the rate of and reasons for turnover among staff and board members.  The answers will help you understand the dynamics – especially the informal or unofficial ways things are done.

5. What is the organization’s philosophy?  Do you share that philosophy?  Is this social entrepreneurship? If their philosophy and yours are aligned, and they invest their efforts and resources into a cause that you deem important, you might fit well as a board member. (Caution: Non-profit organizations often think they “can’t make money.”  Be sure that the organization’s paid leadership and the board understand how to keep an organization financially viable given changing circumstances and emergent challenges.  The board needs to understand and be proactive concerning issues that could threaten the organization’s survival).

6. What are the organization’s structure, program evaluation system, financial model and sources of income? Is it diverse along various dimensions, like race and ethnicity, age, gender, disabilities, and other dimensions?  Answers to these questions indicate the organization’s vitality and sustainability and, if there are organizational problems, may point to areas to areas needing improvement.

7. What is the organization’s status?  Is it financially solid or struggling?  Ethical?  Do they have a long-range plan?  Are they currently involved in any legal action?  These are crucial questions, for the answers will tell you where the problems may exist and will indicate the risk you, as a board member, may be assuming.

8. Does the board evaluate the executive director using objective criteria and transparent processes?  Non-profit organizations often allow the executive director to select who will serve on the board.  Know the process of board selection, how the executive director – the organization’s paid leader – is evaluated and how conflict is resolved.  Processes must be clear, consistent and transparent lest organizational problems develop or existing problems fester until it is too late to save the organization.

9. What are you being asked to do as a board member?  Are you comfortable with those tasks and do you want to do them? The organization you are considering may be searching for a member who can provide free technical assistance.  If you are a lawyer, you may be asked to review contracts, insurance policies or other documents, even if doing so is not your area of expertise.  You may be expected to either donate or raise money.  Sometimes an organization will expect you to use your personal or professional connections with others to promote a goal.  Be clear about what is expected of you and assured there are no conflicts of interest before you agree to become a board member.  It will help you avoid awkward, frustrating or risky situations with the organization and others in the community.

10. What is the TIME commitment?   The further you progress in your career, the busier you will become, so it is important to know what time commitment the board expects of you as a member.  Beyond meetings, boards often require participation in board committees or other activities.  These can be time-consuming and may infringe on the time you have committed to work or family.  Ask other board members how much time they spend in an average month doing board-related activities so that you can gauge if this commitment is reasonable given your other commitments.  (Note: If you become a board member and agree to certain commitments, you may find that other board members are not required to do the same or do not uphold their commitments.  This can be frustrating and create a bind: the unfairness is apparent but speaking up about it, creates other problems).

11. Who else is on the board? Attend a couple of board meetings before making any commitments to the organization.  Notice if the group is at ease, well-balanced and respectful.  Did they acknowledge and welcome you?   Is the executive director comfortable with the board, or is she trying to control board communication and relationships?  Determine if there are other board members you might befriend or could help you in your career.  Board composition may not be enough reason to join the group.  There may be other board members with whom you do not want to affiliate.  Regardless, you will still have obligations to fulfill regardless of who else is at the table.

12. What risk are you incurring?  Risk – the extent to which you expose yourself, your career and your personal life to scrutiny and legal or other entanglements – is a crucial question to ask from the outset.  Ask specifically about board insurance, determining if the board has adequate coverage and if you can be sued individually.  Is the board recognized in the community and, if so, what is their reputation?  What is the organization’s history of litigation, civil rights issues or other legal problems?  What was the role of the board in addressing those problems?  Is there legal action currently pending across the board?  (If you get an avoidant or unclear response, keep asking until you get a satisfactory answer).  What is the plan and the risk if the board is taking a stance or working in controversial areas?  Assess if you want to be involved in controversy if their actions get negative attention or work against your own philosophy and ethical standards.

13. After weighing all these answers, ask: Is this a good decision for you, your career and the organization you will be helping lead?  Can you contribute whole-heartedly and give your resources to help them?  If any of the answers raise red flags about potential risk, liability or unreasonable expectations, keep asking and keep looking.  Even if you believe in what an organization espouses, you must fit any commitment you make to them into the rest of your life.  Be sure it is a good fit.