Who’s The Boss?
In a couple hours I’m having lunch with a leader who is a first time CEO/ED. They want to talk about working with the board of directors. No surprise.
Dealing with the board is one of the most common themes of conversation in my one on one PACE sessions with charity leaders.
It can be a strange dynamic.
In charities, the board is entirely made up of volunteers. There is often little training for them on what a board is and does. They may not even be very familiar with the programs of the organization or the problems you’re trying to solve.
In other cases the board are so closely tied to the work that they spend their time nitpicking details and returning to matters that ought to have been delegated or decided long ago.
Staff often feel distant from the board; unsure of what their role really is, and wishing they’d just help raise more money and otherwise get out of the way.
But the majority of charity boards I encounter are made up of good people who are sincerely committed to the organization and bring their experience, insight, and energy faithfully with a sincere desire to help.
So, what advice will I offer the new CEO at today’s lunch?
-Be very intentional about developing your relationship with directors, especially the chair and treasurer. They are key figures in your success and in the direction of the organization.
-Encourage the board to learn together. Jim Brown’s excellent The Imperfect Board Member is a book I recommend constantly. Bringing in someone to offer governance training, such as my 5 Questions Healthy Boards Can Answer workshop, should be an annual practice.
-Commit to communicating clearly. You probably think about your work 50-60 hours every week; the board may only have it in mind 5-6 hours a month. You need to give them information that equips them to ask you good questions, and make good decisions. Figure out with them what they need from you and provide it on time, every time.
-Be honest with your board. They are there to help you and the organization succeed. Avoiding sharing bad news or delaying telling them about an issue ultimately undermines your credibility and hurts their ability to contribute. If you’re confused, conflicted, or struggling, they need to know.
-Understand that the board is in charge. After a few years it is common for the dynamic to subtly shift and the board starts to work for the leader, instead of the other way around. This may feel good in many ways but it is dangerous. Remind them of their role and authority, commit to being accountable.
-Encourage connections between the board and other staff and programs. Having directors volunteer within the organization is a good thing. Invite them to meet your team and build the understanding that you are all in this together. Too often boards are seen by some staff as out of touch and untrustworthy. That makes everything harder.
The main reason why charity boards are ineffective is a lack of clarity around their role. As the lead staff member you are in position to help them understand both their obligations and their opportunities to contribute to the good impact your organization should be having.
And one extra tip: If you can find the time it will serve you well to serve on the board of another charity. Seeing things from the other side of the table will provide some insights that will make you, and the board you report to, more effective.
Watch for another post about the advice I have for new board members later this month.
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