Sitting on a nonprofit board can be deeply rewarding, but making a difference requires more than good intentions. In a recent panel, Capital Group associates and nonprofit leaders shared practical guidance on effective service, from understanding what makes a strong board to building productive relationships with staff.

The panel featured two Capital Group associates and leaders from the nonprofits with which they work. Grant Cambridge, a Capital Group portfolio manager and founding board chair of the Value Schools Foundation, joined its president David Doyle. Value Schools is a Los Angeles-based network of public charter schools serving students from kindergarten through 12^th grade. Connie Su, Capital Group human resources project manager and a board member of the Anderson Munger Family YMCA, joined Rae Jin, the YMCA’s executive director. Kristen Kneier Hill, national director of Capital Group Private Client Services, moderated. Below is an excerpt of the conversation, edited slightly for brevity.

What’s your ‘why’ for doing the work that you do?

Grant Cambridge: I grew up in a modest two-bedroom home with a carpeted staircase, and my mother kept envelopes behind each rung of the stairs. There was an envelope for house repairs, one for vacation and one for giving back. And I remember there wasn’t a lot of money in that particular envelope. One day, I saw my mother adding a dollar to it, and I said to her, “Mom, what’s the point? That’s not going to do much.” And she looked at me sternly and said, “No, you don’t understand. If everyone did this — if everyone had an envelope — then we would really make an impact.” That was at a young age and stayed with me.

David Doyle: I had an experience with my eighth grade teacher who saw something in me, and I never forgot about him. Helping students thrive is why Value Schools exists.

Connie Su: I went to a college where the motto was not to be served, but to serve, and I grew up in a church community where we volunteered often. So from a young age, service was a big part of my life. My why — for the Anderson Munger Family YMCA, which I am on the board of — is that I’m a Y kid. I grew up at this Y before it existed in the form that it is today. I was born in LA and was ESL (English as a second language) until third grade. I learned English at this Y, took computer, ballet and studio art classes here. And here I am today serving as a board member.

What makes a strong board, and how can boards build productive relationships with nonprofit leaders and staff?

Grant: It starts with setting a tone of engagement and giving back, both intellectually and financially. The strongest boards are made up of people who are aligned with the mission, passionate about the work and willing to contribute both intellectually and financially. David and I met and spent time with every board member before we brought them on.

Rae Jin: The best board members, for us, have been those who understand and have a connection to the organization – like they had swim lessons here, for example. Being deeply engaged is crucial for retention.

Connie: Yes, exactly. Whenever we think about bringing on new members, I always ask, have they been to our site? What’s their connection to the organization? Philanthropy feels good. Everyone wants to be a part of it, but it’s important to ask, why this organization?

Tell us about a challenge in your philanthropic experiences and how you overcame it.

Connie: Recently we hosted our annual fundraising dinner. The first two years, I wasn’t as engaged with the event because I lived further away. The third year, for the first time, I came on-site to help put together the event — literally building tables, stringing lights, setting up the drinks, hand printing all the signage. For the first time, I saw what it took for this organization to put on an event like this.

I also realized how quietly the staff was struggling behind the scenes to create an amazing event. So I said to Rae: Next year, let’s do it again, but let’s be more strategic about the impact we want to make. It takes significant staff and volunteer time to put on a major event, so let’s reassess how we can maximize that effort.

An engaged board member should be willing to challenge the status quo and look at the opportunity with fresh eyes. And just as important is the relationship with staff: board members can provide support and direction when the team needs it.

Grant: Boards govern; staff manage. But board members sometimes blur that line and try to manage. So we have a saying: If you start to pick the color of the jerseys for the sports team, you’re way out of line. But a lot of people want to do that. They want to dig in and manage and that’s not what we do.

My role with David and Value Schools was to be there to be a sounding board and to bring a big picture outlook. When staff are immersed in day-to-day responsibilities, the board can help widen the lens by asking questions like, what do we want to accomplish five or 10 years from now? We used to ask staff, “What are the one or two things you want the board to focus on so we can enable you to get that done?”

If there was one piece of advice you could give somebody who wants to get more involved in their community, what should they do over the next six months?

Connie: I would reflect on the issues and the communities that you care about, and then build a relationship with your local nonprofit executives to ask them, “What are your needs and how can I help?” I think we’re all smart, talented people. There’s a lot that we can give, but I think asking what the core needs are is a great place to start.

David: For leaders and volunteers, find a way to tell stories about the impact your organization is making. Make sure the people supporting your organization understand the positive effects their time, effort and engagement are having on individual people.