6 STEPS TO TURN YOUR BOARD AROUND
The most common complaint I hear from nonprofit CEO’s is the one about the board. They don’t do what they need to do; they aren’t engaged; at best they show up at meetings, or they are too involved. They get into the weeds too much; they try to dictate what staff is doing.
In truth, almost no one goes on a board to be a rotten board member. And while most EDs think that their job is to run the organization, a good part of that is to appropriately manage the board.
This is, often, fraught. After all, the ED report to the board—and not the other way around. In fact, the board has the responsibility of hiring, nurturing, and sometimes firing the board. Strong EDs, however, know that the power truly lies with them. If they take charge in the right ways.
What are those ways?
Have clear job descriptions. Don’t just grab these off the internet, but think deeply about what you want from your board and write the job description to reflect that. A recent client said “I really only want my board to give and get us money.” OK, then be really clear about that when you hand them a description of their board member roles and responsibilities. Better to have a potential board member tell you, “Nope. I’m not going to do that and beside, I don’t know anyone to introduce you to,” than to come on board thinking with each of you thinking they would be doing something specific.
Recruit to your organization’s needs—not your personal ones. Years ago, as a manager, I hired the person I liked the best, not the one who I truthfully thought could do the best job. And I paid the price with subpar work and a long slog to correct my mistake. Don’t do as I did. Whatever you have decided your board member job description to be, recruit someone with the skills, ability, and interest to fulfill that
Be clear as what board roles and responsibilities are. Beyond the job description, have a one on one meeting with every single board member at least once a year to discuss expectations.
Create or empower your board governance committee. This is the committee that takes the place of the old nominating committee—with muscles. This committee is charged with ensuring that your board meets your needs and that each board member is fulfilling their role. Put your strongest and most respected members on this committee
Ensure that you are giving your board member substantive things to do. At Boar meetings, don’t simply have them sit and listen to reports. Send the reports beforehand and then ask strategic questions that will help guide the organization forward. Encourage them to make suggestions, ask substantive questions, get involved. At first, your board members may not read the reports, but once you get conversations going, they won’t want to be left out.
Celebrate your board members. Publicly acknowledge the things your board members do—even if sometimes you have to grasp for straws (isn’t X wonderful! He comes to meetings!).
Work these 6 steps and, over time, you will see a different, better board. And you won’t be one of those Executive Directors (or your organization won’t have one of them) who complain about a bad board!