Written by Allison Howe

Term Limits

If there is one governance topic that directors of organizations without term limits often avoid, it is term limits. On some boards, years of service are worn almost like a badge of honor: “I’ve been on this board for 25 years.” More than once, I’ve seen someone take offense when asked how long they intended to continue serving.

The reason is understandable. People who serve on nonprofit boards care deeply about the organizations they support. They take pride in the mission, celebrate the progress they’ve helped achieve, and invest significant time, talent, and financial resources. That level of commitment is exactly what every nonprofit hopes to attract.

However, as a consultant who has worked with organizations that both have and lack term limits, I’ve noticed a consistent pattern. Many long-serving directors have reached a point where they have contributed the majority of their networks, expertise, and fresh ideas. Their dedication remains unquestioned, but after twenty or thirty years of service, it is natural for even the most committed volunteer to have fewer new perspectives to offer. That’s not a criticism—it’s simply the reality of organizational leadership.

I’m not going to rehash the well-known arguments for and against term limits. Organizations like BoardSource have already done that thoroughly, and if you’re reading this, you’re probably familiar with the debate.

Based on my experience working alongside nonprofit governing bodies of all sizes, I believe term limits are an essential governance practice. They honor past service while creating space for new voices, broader perspectives, and the leadership an organization needs to thrive in a changing world.

For boards without term limits consider this:

You care about the organization deeply. Don’t you want what is best for the mission you serve? Don’t you think it would be a good idea to have new people, new thinking, new perspectives, new energy join the organization? Could you offer your expertise at another organization, bringing what you have learned to new venues?

There are very few people who I have met who are able to continue to contribute after several years at the level that we want board members to contribute. 

I will also tell you (because they won’t) that there are other board members (not to mention the executive director/CEO) who appreciate all that you have given. But they want to have all board members give as you joyfully gave when you started in your board position.

Leaving the board does not diminish the value of your service—it highlights it. Your time, leadership, generosity, and commitment have helped build a stronger organization, and that will be your lasting legacy. While your role may change, your relationship with the organization does not have to end. You can continue to support the mission as a donor, serve as a trusted advisor when needed, and help identify and mentor the next generation of leaders. In many ways, creating space for new voices while remaining an engaged champion of the organization is one of the greatest gifts a leader can give.