5 Tips for Selecting Officers in Your Nonprofit

Choosing Nonprofit Officers: Four Pitfalls to Avoid to Strengthen Your Governance

If you're involved in the governance of a nonprofit organization, you know that selecting the right individuals for officer roles is not a decision to take lightly. Behind every title lies a sense of leadership, a set of responsibilities, and the capacity to carry the organization’s mission forward — day-to-day and in close collaboration with the board.

But with the fast pace of meetings and the habits we develop over time, it's easy to fall into automatic thinking or default choices. And that’s precisely where governance risks can emerge. This article explores four common pitfalls to watch for and how to avoid them.

Pitfall 1: Only Appointing Newly Elected Board Members

When new members join the board, it may be tempting to offer them an officer role right away as a gesture of welcome or recognition. While that can seem inclusive and encouraging, it may not always be the best move.

Risk: Assigning an officer role to someone who just joined the board can put them in an awkward or unprepared position. Without a clear understanding of the board’s culture, internal dynamics, or strategic priorities, the person might struggle to contribute effectively and may even face failure in the role.

Tip: Prioritize people who are already on the board. These individuals typically have more experience with the organization’s inner workings, current files, and dynamics, and can more smoothly step into a leadership role.

Impact: You support a more stable governance structure and ensure that officers can act confidently and effectively from the outset. That’s a win for the board, the organization, and the mission.

Pitfall 2: Choosing Based on Habit Rather Than Competence

It’s a familiar scenario. Someone is appointed simply because they’re always available, they’ve done it before, or they’ve been around for a long time. Sometimes it works, but it often leads to missed opportunities.

Risk: By relying on familiarity or availability instead of qualifications, you may overlook people who have the expertise your board actually needs. It can also skew your team by duplicating similar profiles and leaving gaps in key areas of decision-making.

Tip: Use a competency matrix. It’s a powerful tool to map out the current strengths of your board and identify what’s missing. It helps you make more informed decisions by ensuring a balanced mix of technical skills, interpersonal strengths, and capacity for engagement.

Impact: You build a board that is strategic, credible, and truly aligned with the mission. Decisions become stronger, more grounded in reality, and the team functions with greater cohesion and clarity.

Pitfall 3: Overlooking the Officer’s Actual Commitment

Sometimes someone says yes to an officer role because they don’t want to disappoint or simply feel pressured to accept. But deep down, they lack the time, energy, or motivation to truly engage.

Risk: This often results in what’s known as a “ghost role.” The person is listed as an officer but is effectively absent. This creates confusion, weakens follow-up on key tasks, and can impact board morale and cohesion.

Tip: Before making any appointment, have an honest conversation. Does the person truly understand what’s expected? Do they have the space and motivation to commit to the role? A sincere no is better than a reluctant yes that turns into a leadership gap.

Impact: When officers are fully engaged, they support the team, follow through on responsibilities, and help build a board that is credible and effective. Their presence strengthens decision-making and sets a tone of active leadership.

Pitfall 4: Appointing Without a Clear or Transparent Process

Officer nominations are sometimes handled behind closed doors or treated as a formality. But a lack of clarity in how appointments are made can create doubt or frustration, even among the most dedicated board members.

Risk: A vague or opaque process can lead to mistrust, misunderstandings, or even resentment. If board members don’t understand how or why decisions were made, the legitimacy of those in leadership roles may be undermined.

Tip: Take the time to document and share your appointment process. Be clear about the criteria and steps involved — for example, using your board’s competency matrix as a reference. Make sure the process is accessible and visible to all board members.

Impact: A transparent process fosters trust, strengthens collective decision-making, and supports a culture of healthy, respectful, and inclusive governance.

Conclusion: Choosing With Care Means Leading With Intention

What may seem like small decisions in the life of a board are, in reality, decisions that shape the future of the organization. Choosing a board officer means selecting someone who will act as a model, contribute to critical decisions, and either move the organization forward — or hold it back.

By avoiding these four pitfalls, you not only strengthen the structure of your nonprofit, but also its ability to fulfill its mission in a meaningful, strategic, and values-aligned way.

Next time you’re faced with appointing an officer, take a moment. Ask the right questions. Step back before you step forward — and make thoughtful choices that will support your organization’s success.