When you step into a nonprofit leadership role, there are a few major tasks that immediately demand your attention. You need to learn about the organization and the field. You need to assess the strengths and weaknesses of the organization so you can set priorities and make informed decisions. And you need to build relationships with three core groups: your staff, your board and volunteers, and your external partners (funders, sister societies, etc.).

If your organization has a strong advocacy component, that list expands to include policymakers and elected officials.

The staff relationships often come most naturally. You see your colleagues every day, and through the work you begin to build trust. But how do you begin with the other groups? That takes a bit more intention.

I have found that structured onboarding interviews are one of the most effective ways to begin. These are intentional conversations with a structure designed to get them talking. They allow you to learn about the organization, gather insights, and start building trust at the same time.

With board members and volunteers, I like to ask:

• Why are you involved? Understanding motivation is powerful. It helps you see what drew them in and what will keep them engaged. It also often surfaces the programs or initiatives that are closest to their hearts.
• What do you see as the organization’s strengths and weaknesses? This gives you an early window into a SWOT analysis while showing that you value their perspective.
• Who else should I know? Organizations often have hidden influencers. These people who may not hold a title but wield a great deal of trust and informal power can be hard to identify at first. Recognizing them early can make a difference in how effectively you navigate contentious issues later on.

These early conversations are not just about data collection. They are about showing that you care about the perspectives of the people around you. They are about creating a shared sense of ownership in the organization’s success.

The relationships you build in your first months will continue to shape your leadership long after the onboarding phase is over.

So here’s my question to you: What questions do you ask your board members and volunteers to make those first conversations as valuable as possible?