Responsibility > Authority

Leaders who regularly rely on their authority to get things done are missing something.

Authority is a blunt instrument that compels action from subordinates. It delivers well in situations with a high degree of urgency but it depends on power differential. It doesn’t work as well as it used to in our evolving culture, and those who use it frequently are highly likely to be undermined and avoided.

That’s not to say authority has no place.

Authority delivers the final decision when consensus isn’t possible. It can be used to drive attention and action to things we might prefer to avoid. And it is an effective way to ensure accountability.

But much of healthy and effective leadership is stifled when authority is the default setting.

Leaders I admire use authority sparingly, and influence constantly. Their power is rooted in earned trust. They have true followers and colleagues instead of compelled subservients. They take responsibility.

Those who depend on authority often seem to be the first to shift blame when things don’t go their way. Responsible leaders hold themselves accountable.

Responsible leaders do hold authority, and use it when needed, but they have the huge advantage of not depending it. This allows them to lead beyond their defined role.

This is particularly true of board members.

The authority of the board is limited to official board functions, generally only within official board meetings or when members are deleted to act on behalf of the board with clear expectations. 5 Questions Healthy Boards Can Answer is our highly effective board training session; contact us to see if it would be a fit for your board.

Board members who carry the responsibility of that role (to provide the best governance and direction possible) while they act without authority as volunteers, program participants, and friends of the organization are better able to fulfill all of these roles. Distinguishing responsibility and influence from authority and power should be part of every board’s ongoing development.

What are the limits of your current authority?

How do you hold influence beyond your power?

What is your board doing to ensure they are becoming more knowledgable and effective in their responsibility for the organization?