Board Speed and Staff Speed

The role of the board is one of the things I’ve written, talked, and wondered most about over my decades in the charitable sector.

It’s undeniably a tricky dynamic. The 212:4.5 ratio where ultimately all the authority rests with the smaller number creates some real vulnerabilities. And the simple reality is that many board members just don’t understand what their role is, or how to do it well.

Coming alongside board to help them with The 5 Questions Healthy Boards Can Answer has become one of my favourite sessions to facilitate.

One aspect that doesn’t get enough consideration is the speed at which boards work.

If the board only meets monthly, or quarterly, it’s hard to fully process complex matters in those few hours. Sometimes that serves the organization well as the board is logistically forced to slow things down, which allows for more perspective, processing, and even prayer.

But sometimes it’s a problem when staff are left waiting for decisions that impact their work, and even their lives. While the board steps away from the issue until their next meeting, the staff live in tension, conflict, or uncertainty day to day.

Healthy boards consider the impact of both their action and their inaction. They recognize the cost of “tabling the item” for the people most directly affected. And they know when it’s time to step up and do more in critical moments.

Healthy staff understand that their board members are volunteers with many other things going on in their lives. They prioritize the best use of board time and provide content and context that equips the board to do their work well.

Honest and open lines of communication, where both groups are aware of what the other are doing and when they can expect next steps reduces the angst of things.

It’s not a perfect system. There are some models and ideas for changing the structure of charity governance that have some intriguing potential, but in most cases we’re going to be doing our best with some variation of the way things are.

The key is for the board to remain attentive to the way their pace of functioning impacts the staff, and more importantly, those the organization exists to serve. Being able to speed up and slow down to suit the situation is an underrated ability that has huge leverage. It’s one of the subtleties that a great board chair can offer.