Despite their different sizes, expirations, and purposes, many nonprofits suffer from boards that are too passive or disconnected. If your nonprofit’s board of directors is not enthusiastic about your role and the work of the organization, the organization may not reach its full potential.
Board members often witness the symptoms of their malaise, but are unable to articulate the root causes and are unable to offer solutions. Step away from your board of directors for a moment and read the list of problems below. Do you know these complaints? Can you imagine going through the solutions provided? Are there other steps you could take to strengthen your passive board?
Send this article out to your board members today and start talking about possible solutions.
PROBLEM ONE Mission Scope Slippage Over time, we have begun to do too much for too many people. We are no longer sure what our priorities are and where we should focus our time. Things get overlooked and staff are overstretched.
RECOMMENDATION Most likely it is too spread out. Maybe some of your programs are not well managed. Conversations must take place with the keyboard and personal staff. Make a complete list of all your programs. Decide the focus of your organization. Make sure you have the resources to run these programs well. Leave some projects or programs if necessary.
PROBLEM TWO Staff and board are out of sync The board is working on some things, the staff is working on other things, but one hand doesn’t really know what the other is doing. Sometimes we seem to be out of control.
RECOMMENDATION Stop and assess what the staff is doing and what each of the board committees is doing. Assign staff members to the appropriate board committees. Design an Executive Board Report that highlights the measurable results of the organization’s key programs and projects. Focus staff and board committee efforts on the top priorities of the organization.
PROBLEM THREE The executive committee does it all It’s just easier with fewer people. The Executive Committee may have a meeting prior to the board meeting and discuss, digest, and make recommendations to the rest of the board on most issues. Some board members are doing all the work, others don’t seem interested or involved.
RECOMMENDATION Slowly phase out the Executive Committee over time and ask board committees to come to board meetings with clear and direct recommendations to the entire board. Expect more from every board member and empower board committees so everyone has a chance to contribute.
PROBLEM FOUR There is no clear sense of where the organization is going It seems that the organization is simply staying afloat. We have no annual staff goals or board actions. We just come to board meetings and hear the same thing every month. And we always seem to be worried about money.
RECOMMENDATION As a board, sit down with your executive staff and decide the three most critical changes that need to take place in the coming year. Decide how the board can support those activities (including fundraising) and how the board of directors can monitor and support the progress and results you want to achieve.
PROBLEM FIVE The Board of Directors does not oversee the organization It seems that the staff is doing just fine without us. We’re not really sure what we should be doing. It’s hard to know what the staff are doing and we don’t want to interrupt their work when they are so busy.
RECOMMENDATION Think about the 4 or 5 key programs or projects of the organization. Decide what facts, figures, and trends the board should review at each board meeting to provide oversight and support for your organization’s top priorities. Ask the Executive Director to come to board meetings armed with this information. At the same time, work more closely with the staff to start discussing the future. Describe where you want to be in 5 to 10 years and determine how you can work together to make that future a reality.