By Eugene Fram
Be well acquainted with mission arena of the organization — This can range from current or previous employment in the arena or being a board member of an allied organization. The change agent must be able to “walk the talk.” Example: Ask the CEO of a counseling organization whether or not the treatment modalities used by the staff are current.
Must have a proactive style — Uninterrupted attendance at most board and committee meetings; asks questions that his/her board colleagues recognize as being perceptive ones; be well respected by peers internally and externally; responds well to the “give or get” policy of the organization and has a professionally cordial relationship with the CEO.
Needs to be patient and flexible — The frequent rotation of board personnel may mean that a process of convincing new board members that the change is in the best interest of the nonprofit’s clients. Be ready to change when outside circumstances require a modification of the shape of the effort.
Has excellent people skills — He/she will need to understand the various reactions to the change(s) being driven. These can range from board colleagues to management personnel, staff and even external stakeholders like funders.
Will “stay on message” in comments related to the change — Will be required to present arguments in a concise and understandable manner. Will be seen as a strong, but not overbearing, champion for the change.
The time issue — Most nonprofit board members are volunteers with full-time occupations and family responsibilities that must take time precedents. Becoming a nonprofit board change agent often requires these additional time commitments:
• Chairing a major board committee for a substantial time period.
• Possibly taking personal responsibility for research/ background efforts.
• Specialized training efforts may be required for other board members.
• A continual process of updating colleagues and seeking allies to whom some of the work can be delegated.
• Constantly being alert to legacy minded people who may impede forward moment toward the change goal.
Not every nonprofit board change agent will have all the qualifications cited above and all the time necessary to devote to marketing the change. But from those who have succeeded, others need to know what is potentially involved.
* https://www.linkedin.com/pulse/champions-change-agents-advocates-dr-jack-jacoby/
Nonprofit Management 
This is a strong and very grounded framing of what effective board level change agents actually look like in practice, not just in theory. One attribute I would add is disciplined listening. The most effective change agents I have seen spend as much time listening as they do advocating. They listen for where resistance is rooted in values, incentives, fear, or legacy rather than assuming it is simply opposition to progress. That listening allows them to frame change in ways that align mission, fiduciary duty, and organizational capacity, which is what ultimately brings colleagues along.
I also appreciate the emphasis on time commitment and patience. Change at the board level is rarely about a single vote or moment. It is cumulative, relational, and often nonlinear. The board members who succeed as change agents understand that governance is not about winning arguments, but about stewarding decisions so the organization is stronger on the other side of them.
This is a useful reminder that being a change agent is a responsibility, not a title, and that it carries real expectations around preparation, credibility, and follow through.
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Thanks for your in depth analysis. It’s clear that you have experience in being one or given a great deal of thought to the change agent position.
Gene
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