Small nonprofit staff often fall into a quiet trap: deferring entirely to their board — assuming that because board members hold the title, they hold all the answers.
That might sound like a provocative stance. After all, isn't the board supposed to lead?
Board members are, by and large, volunteers — and governance is rarely their professional wheelhouse. An executive of a non-profit organization, therefore, has a major role in board development and effectiveness. However, that part of the job is often an overlooked responsibility of an executive.
This article is brought to you by Institute for Organization Management, the U.S. Chamber of Commerce’s professional development program for nonprofit executives.
Let’s discuss some key responsibilities of an executive that will help develop the board into a more effective board.
First, new board members should receive an orientation to the organization and board. They should be given copies of the bylaws and recent meeting minutes, a staff and board contact list, important event and meeting dates, expectations of board members, copies of policies, a copy of a current strategic plan and the mission/vision/core values of the organization, and other resources as appropriate for the organization. They should meet with the executive and board president to discuss the documents and the status of the organization, ending the meeting by signing a document that indicates they received the information and understand all policies as presented.
Second, an executive should stay up to date on board best practices and relay that information to their own board. They should provide training as needed for the board, so they understand their role and develop a shared understanding of what makes an effective board.
Third, the executive should be communicating effectively with the board, keeping them updated on all projects and efforts, as well as providing sufficient resources for the board to make decisions. This will look different for each organization, but regular and consistent updates and communication are invaluable toward a board’s effectiveness. Sometimes the fear of giving too much information is micromanagement, but if the executive has been successful with the first two points, board members will not cross the micromanagement line.
While every nonprofit is unique, the principles shared here apply universally, even if their implementation looks different from one organization to the next. Executives too often assume that board members will naturally contribute effectively to the overall impact of the organization. Instead, an executive should develop the board and help board members grow in their effectiveness through appropriate shared knowledge, discussions, and training.
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