Leading our largest city-wide event for several years opened the door to serve on another organization’s board young in my career. I am sure the executive director had little interest in the opinions or fiduciary experience of a late 20-something in his first board role. Like many leadership roles, it leads to others. From arts and events to academics, each board has come with unique opportunities and challenges – from tough decisions to the evolving needs of each organization. You’re expected to be a strategy steward, a mission champion, and a sounding board for leadership. But the unspoken (and critical) art of board service? Knowing when to lean in—and when to back off.
In other words, there’s a careful finesse to being a great board member. One that means contributing meaningfully without overstepping, supporting staff without smothering, and pushing for progress without derailing the operations of the organization you care so deeply about.
So much of what we do at Personify is to serve the association community with technology that supports their missions, members, and events. Being interwoven in their staff’s daily lives and frequently engaging with our customers, I have learned firsthand the role a board can play in an association’s activities. So, when I was offered the opportunity to serve on another association’s board (International Association of Exhibitions and Events), I jumped at the chance. Not only did I feel the most prepared (having been involved for nearly a decade), I had the most to offer.
So, as I look back, let’s explore what it means to serve wisely, respectfully, and effectively—without becoming the board member everyone dreads seeing in their inbox or at meetings.
You’re Not the CEO or Executive Director. Don’t Try to Be.
Let’s start here because it’s the biggest misstep I see.
Too often, well-intentioned board members (especially those with executive experience) can slip into “mini-CEO” mode. They start rewriting staff work, suggesting program tweaks during board meetings, or offering unsolicited advice on operations.
Here’s the thing: the staff already has a CEO, a team, and likely a strategic plan that’s been blessed by—you guessed it—the board.
Your role as a board member is governance, not management. That means focusing on the big picture: mission, strategy, fiduciary health, and the long-term vision of the organization. If you find yourself commenting on font choices, calendar invites, or how many webinars to run this year… it’s probably time to zoom out.
Want to really support the CEO? Ask what success looks like for them this year—and how the board can help clear the way.
Staff Are Not Your Assistants
Another common tripwire is treating association staff like your personal admin team.
Yes, staff are here to support the board—but they’re juggling a million other responsibilities. They’re not on call for your pet projects, deep-dive data requests, or last-minute requests for a bespoke briefing packet.
Before asking staff to do something, pause and ask:
- Does this align with the board’s priorities?
- Is this already in the staff’s workflow?
- Am I asking because it helps me or because it helps the organization?
If it’s the former, write it down and save it for the next board meeting. Better yet, see if you can answer it yourself before calling in the cavalry.
Support Is a Two-Way Street
Being a board member means being an ambassador—but it also means being a shield.
Yes, you’re expected to speak up, offer input, and push the organization forward. But you’re also expected to protect it—to ensure staff aren’t getting whiplash from every board member’s opinion of the week.
Here’s a little secret: most association staff are not struggling because they lack ideas. They’re struggling because they have too many ideas, too many pivots, and too little breathing room to execute.
The best board members I’ve worked with knew when to contribute and when to hold back. They didn’t just offer thoughts—they listened. They didn’t just challenge—they helped problem-solve. They showed up for the work, not just the spotlight.
Think Generative, Not Just Governance
Boards shouldn’t be rubber stamps. But they also shouldn’t be endless loops of red tape.
Some of the best board discussions I’ve seen weren’t about voting on motions or nitpicking financials—they were generative. That means using your collective insight to wrestle with big questions:
- Where is our industry heading, and how do we lead?
- What member needs are we not yet meeting?
- How do we future-proof our revenue, relevance, and reputation?
These are the kinds of questions that ignite purpose—not panic. They create space for creativity, trust, and strategic foresight—without stepping into the day-to-day lane of operations.
Be a Board Member Between the Meetings
Excellent board service doesn’t only happen during quarterly Zooms or annual retreats.
It’s the quiet call to thank a staff member after a successful event, introduce your association to a key sponsor, speaker, or partner, advocate in your industry circles or during legislative action days, champion membership, and show up when the association needs a voice.
But again—don’t overdo it. You don’t need to be on every committee or attend every program. Pick your lanes. Show up with consistency. And remember that impact isn’t always about visibility.
Leave the Association Better Than You Found It
Before their term ends, every board member should ask themselves, “Did I strengthen this organization?”
Not louder. Not busier. Not flashier. Stronger.
That might mean helping launch a new strategic plan, improving governance, or simply mentoring a newer board member so they feel confident stepping into leadership.
And when your time is up—make space. Let the next generation step in. Celebrate them, support them, and resist the urge to “hover” as past chair, emeritus advisor, or unsolicited backchannel whisperer.
In Closing: Lead with Humility and Serve with Heart
The best board members I have served with aren’t the loudest, they show up with humility, restraint, intentionality and passion to serve. They have a geuniunie interest in shaping the future of the industry, supporting the mission and deep respect for the associaiton staff and systems in place.
So before your next board meeting, ask yourself:
- Am I helping steer the ship—or am I trying to grab the wheel?
- Am I empowering the staff—or overwhelming them?
- Am I creating clarity—or adding confusion?
In other words, Are you serving with finesse?
Because, in the end, how you serve matters just as much as that you serve.
