Many discussions around board term limits center on circumventing negatives: boredom in the boardroom, status-quo stagnation, slow-building power plays, etc. Basically, people being people.

Some organizations approach the decision by weighing pros and cons. For example, limiting the number of years board members can serve could usher in new ideas, but will that be offset by a loss of institutional knowledge? When forced to make a decision on instituting limitations, nonprofits may be tempted to quip: “Still not sure. Which board members?”

But board limitations are always a good idea when done well. Here are strategies to ensure success:

Create a culture of board promotions.

From the day a new member is onboarded, begin expressing appreciation, along with an optimistic expectation: When the term culminates, that person’s unique skills and knowledge will be channeled into a tailored role that will be ready and waiting. Over the next two to three years, as an individual’s strengths are identified, prepare a position and plan for a promotion.

Build roundabouts, not intersections.

The first roundabout was built at Paris’ Arc de Triomphe in 1907 to facilitate increased traffic while limiting idling and backups. The U.S. introduced them in the 1990s to a mixed review of praise and puzzlement. Not all drivers understood the yield sign to mean yield, not stop. Eventually, we all learned to flow in and out with confidence. The same will be true of built-in board rotations to add fresh ideas while retaining institutional knowledge. Every two to three years, some members will be promoted and new ones will join the ranks—seamlessly moving ahead without disruption.

Cultivate potential board members years in advance.

Plan ahead for the next onboarding of new members. Continually identify individuals who can add much-needed skills and perspective. Consider enlisting an objective, third party to help assess the board’s overall strengths and challenges in order to develop long-term strategies for building a deep-bench of future members.

Kinetic understands that the power of philanthropy is unleashed when donors, nonprofit professionals and volunteers—including board members—pull together for a shared mission. When properly implemented, board limitations and rotations will only add value.