Julia mentioned that we already have a kind of pipeline in the art sector from the small-scale organizations, such as my organization—which has two full-time staff and a board of 14—and that there is an automatic sort of training ground. You start at a small organization and you move up to a mid-sized one, and then you can move up to a larger institution to understand the scaling up that happens within the arts community.
There are actually several opportunities to train potential board members. I've already mentioned DiverseCity onBoard. Business for the Arts has a special program for training board members. What we need to identify are the unusual suspects, so that we don't just go to the presidents of the banks as potential board members for arts organizations but look at those leaders who might not have qualifications on paper but have incredible skills that would be very valuable for an arts organization.
In particular, we're lacking HR skills. I'm jealous that you have HR knowledge.