This conversation is part of the Nonprofit Leadership Center’s Stronger Nonprofit Series, presented in collaboration with the Florida Blue Foundation and GuideWell. The series provides actionable insights to help nonprofit leaders and board members strengthen their organizations through effective governance, fundraising, and strategic planning.
High-performing boards don’t just happen — they’re built. Clarity, trust, vision, and shared commitment to a mission are the building blocks of an effective nonprofit board.
What does it take to cultivate a board that leads with purpose, trust and strategic insight? Eddy Moratin, president of Lift Orlando, met with Charlie Imbergamo, CEO of the Nonprofit Leadership Center, to unpack the practices and standards that helped his nonprofit build one of Central Florida’s most collaborative and community-centered boards.
Why Board Members Serve Matters as Much as How They Serve
Board service is meaningful work — but it must be rooted in the right motivation.
“It’s smart to join a board. It’s a great way to network, build relationships, and build your resume — but that’s not enough. You should step in with a clear awareness of your responsibilities and purpose for serving.”
Eddy says the best board members are driven by purpose and join because they believe in the mission and want to help it succeed. These board members:
- Understand their role is governance and not operations.
- Support the CEO while helping them stay focused on the big picture.
- Ask strategic questions that elevate the conversations — not tactical ones that focus on day-to-day operations.
He says the best boards keep the mission front and center. That could look like:
- Starting meetings with stories from the community.
- Inviting constituents to share real-world impact.
- Using tools like dashboards or simplified strategic plans to focus on what matters most.
In addition to maintaining a comprehensive impact dashboard that tracks your nonprofit’s success related to its strategic priorities, Eddy challenges boards to identify their “vital metrics” — a short list of the three to five top indicators the board and leadership team can focus on to assess whether the organization is truly thriving. At Lift Orlando, the board looks at the annual increase in household income as well as the year-over-year rate of resident retention.
Eddy says other examples of vital metrics may include:
- Percent of budget raised vs. goal
- Months of operating reserves
- Staff retention and engagement scores
- Board meeting attendance
- Percent of board members giving annually
The Most Valuable Board Strength
Eddy believes the most valuable board strength is trust.
“The relationships between board members matter. You’re not just a name on a list — you’re part of a team working toward something meaningful.”
He encourages board members to connect outside of the boardroom through shared meals, check-ins or social events. This social connection fosters camaraderie, which in turn strengthens decision-making and collective accountability.
But board members don’t just govern — they must champion the organization. That includes:
- Sharing the mission with their networks.
- Inviting others into the nonprofit’s story.
- Helping secure the resources needed to bring strategic plans to life.
“It’s not about what you know, it’s who you know that knows how.”
Great boards don’t just support a nonprofit’s mission; they create trust with partners and donors that fuels everything forward. As Eddy puts it, the organizations that attract the strongest donors do three things well:
- Cast a compelling vision.
- Build trusted leadership.
- Show clear momentum.
When people see where you’re going, who’s leading the way, and that progress is being made, they’re far more likely to get on board (pun intended!).
Clarity and Accountability Drive Results
Clarity is kindness — especially when it comes to board service.
Whether it’s a formal job description or clear onboarding paperwork, Eddy says board members perform best when everyone understands:
- Their role and responsibilities
- Their expected time and financial commitment
- The importance of confidentiality and trust
- That their role is in shaping, not running, the organization
Equally important, Eddy says, is offering candid, constructive feedback, including regular CEO evaluations. It’s essential to remember that the CEO is the board’s one employee. That means that board members should not direct staff or be involved in day-to-day management; their focus should be on supporting the CEO.
As Eddy reminds us, boards play a vital role in encouraging and equipping the CEO.
“You are the CEO’s boss — but you’re also there to serve their growth.”
Ready to Build a Better Board?
If you’re a current or prospective board member looking to strengthen your governance, the Nonprofit Leadership Center offers trainings, events and tools to help you lead with clarity, purpose and impact.
