Having served on a half-dozen nonprofit boards over the years, I’ve come to see one of the most immediate, productive roles I can play is this: asking whether the board reflects the community it serves.
That means race and gender, sure, but it also includes age, background, and lived experience. On a school-related nonprofit board, I once asked: Can we have student representation? That question alone opened up a conversation that led to real change.
I’m not anyone’s idea of an equity leader. I’m pragmatic and practical, a self-described centrist straight white guy. No radical here. But I’ve learned that my identity can actually be a strength in these conversations. People are surprisingly receptive when diversity is framed in strategic terms: We need the perspectives of the people we serve.
Let’s be clear: Increasing diversity isn’t just about optics; it’s about improving the effectiveness of boards. Different voices bring new ideas, spot blind spots, and ensure decisions align more closely with the needs of the broader community.
This isn’t about making anyone feel guilty or defensive—it’s about taking responsibility for how we can help. And frankly, it’s easier than you might think:
- Start the conversation: I’ve found that just naming the gap can begin to shift mindsets. Most people agree that boards should reflect their communities when it’s framed strategically.
- Make concrete suggestions: Don’t stop at identifying the problem; help solve it. Recommend specific individuals from underrepresented groups who can bring valuable perspectives. If you don’t know anyone, ask around. Networking is part of our role.
- Recruit with intention: Don’t just passively suggest names. Actively reach out to people and encourage them to join. A personal invitation can go a long way.
- Keep an open lens: Diversity isn’t only about race or gender. Think about socioeconomic background, age, and professional expertise. Representation should be holistic.
We have a responsibility to make change, and as white men, we’re often in a position to accelerate it. If we treat this as a strategic and necessary part of our work—not just a “nice to have” but a fundamental strength—we can help make the boards we serve on more effective, inclusive, and impactful.
This isn’t an insurmountable task. Change can happen faster than you’d think, and it starts with the smallest actions: asking the right questions, recommending great people, and following through.
Let’s get to work.