When you are selecting members for the board of your not for profit, how much weight should you give when it comes to skills versus passion when choosing candidates? This is a common but tough decision that boards must make.

In fact, this issue has taken centre stage in an ongoing debate within the AFL, of all places. Linda Dessau, the AFL commissioner, recently made comments that seemed to indicate that club boards would be better off if they selected members who possess specific skill sets from the business world. Andrew Demetriou, the former AFL chief executive, responded with statements that indicate that he understands Desseau’s concerns that selecting board members based solely on their status as a fan of the club can cause them to lose objectivity and to not be able to contribute fully.  But he still believes that being a fan remains an important component of being a successful board member.

At first glance, you might assume that it would be best to appoint individuals based solely on their skills. Basing one’s decision on what a specific candidate can contribute to the board in a specific area could be very helpful. For example, if your board is facing a decision that requires expertise in a specific area, such as a legal, accounting or governance question, then it makes sense to choose a candidate that has some specific expertise in that area so that they can bring their specialized knowledge to the table to help the other board members.

While this might seem like an obvious choice, you should also consider the question of whether or not a specific candidate will put forth their best effort if they are not a fan or supporter of the causes that are integral to your non-profit’s mission.  Most of us are more likely to put forth a greater effort, regardless of the activity, if we feel a personal interest is at stake. For this reason, selecting a candidate that is a fan of your organisation can be the perfect choice if your board needs an injection of energy and enthusiasm and needs someone who will be a tireless champion and advocate for your group.

One strategy to attract board members that have a high level of expertise in a specific field is to offer compensation that is tied to results. In this way the board can ensure that the candidate will work diligently for the organisation, even if they are not a fan.  This strategy, of course, doesn’t necessarily work for organisations whose board members are unpaid volunteers.

Since boards are often confronted with issues that require both specific skill sets and passion, it makes more sense to appoint a mix of passionate fans and skilled executives. In this way, the board would benefit from the unbiased views and expertise of the skilled board members as well as benefit from those members who are true fans and passionate advocates and defenders of the goals and mission of the organisation. By taking an approach of actively seeking a mix between skill and passion in one’s board members, balance can be achieved and the board and organisation can have the best of both worlds.