Generational change is reshaping the nonprofit boardroom: are you ready for the shift?

We’ve previously explored the generational shift as it applies to the candidate pool for leadership positions at nonprofits, and how consideration of generational preferences can positively impact the search process. This shift is not limited to the CEO’s office. It is also occurring in the boardroom, with generational preferences impacting the governance role in significant ways. In this time of disruption in the nonprofit sector, boards will be leaned on more than ever to sustain and grow the organizations they lead. Understanding how the boardroom is changing, and the motivations of leaders around the board table, will be critical to their success.

There’s no doubt that a strong, committed board is crucial to success and sustainability for nonprofits. Yet a 2024 Chronicle of Philanthropy survey found that while 95 percent of nonprofit leaders say their relationship with the board is productive and that their board gives them autonomy, nearly 40 percent say their boards aren't engaged. In order for boards and nonprofit leadership to work together to improve effectiveness, it’s important that expectations are aligned, which requires understanding how generational differences impact expectations for the board role.

In an article published in The Journal of Nonprofit Education and Leadership, Cynthia and Brent Beasley apply expectancy theory to how board members’ expectations for their experience influence their satisfaction and engagement with this vital volunteer position. It’s clear that diversity on the board, including racial, ethnic, gender, and age, brings a wider range of perspectives, experiences, and skills to the organization, potentially enhancing its effectiveness and its ability to serve its community. But it’s not enough just to have a diverse board; organizations must also foster an inclusive environment where all members feel valued and respected, and where their voices are heard and considered. As more young people fill board roles, it’s essential to consider what is motivating them to volunteer and what they hope to gain from the experience.

Gen X, for example, are currently between the ages of 45-60 and well-established in careers. Generally, this generation tends to be motivated by impact and therefore need to feel like they’re making a tangible difference when supporting nonprofits. These leaders are not likely to be satisfied with board roles that don’t give them the opportunity to feel like they are a true part of the organization. It’s no surprise, then, that the Association of Fundraising Professionals (AFP) reports that Gen X is the generation most interested in peer-to-peer fundraising, making them a valuable asset to nonprofits. They’re also likely to be willing to help build organizational awareness by representing your organization at public events.

Like Gen X, Millennials—who fall in the 29-44 age range—are also driven by the desire to make an impact through their careers and volunteerism. This generation is inclined to seek out volunteer opportunities that complement their professional skillset. According to AFP, Millennials are likely to donate in-kind support, making them a great fit for any role that allows them to apply their professional talents, such as providing web design free of charge.

It is important to note that many Gen X and Millennial leaders are in a stage of life where they’re extremely busy with family and career commitments. They’re used to leveraging technology at work, so offering flexibility in how and when work gets accomplished will go a long way in helping to foster an inclusive environment. Organizations can leverage technology that appeals to younger volunteers such as virtual meetings and remote collaboration, while accommodating those who prefer more traditional methods. Given their time constraints, their involvement may look different and thus may require the CEO and other leadership in the organization to take extra steps to a) facilitate their understanding of the organization and their role in its success, and b) to ensure they have the ability to meaningfully engage in meetings, committees, and other key events important to the organization.

Up-and-comers Gen Z (currently aged 13-28) may not be quite ready for board roles, but engaging with this generation to help create a pipeline of future leaders will be an important use of any nonprofit’s time. Gen Z is strongly motivated by immediate need and demonstratable impact. Since they’re likely to engage with and share social media content as a way of supporting a nonprofit, boards can engage them now by offering opportunities for micro-advocacy through social sharing and short-term volunteer opportunities to demonstrate their values. These are your board’s future social media gurus.

Whatever the makeup of the board, creating an environment where the organization and the board members’ expectations are understood and mutually agreed upon is critically important. Given the time constraints, and the other external factors that may contribute to their involvement, or lack thereof, it is important to both CEOs and board members to find ways to stay aligned on the critical decisions that will drive success in the coming years. An inclusive governance structure ensures all board members have opportunities to participate fully in decision making and contribute their expertise. The result is a more satisfied—and effective—board and, likely a more sustainable and aligned organization.