In this post, I share a story from a frustrated board chair. One board member consistently “ghosts” the organization. He does not show up. He does not respond to communications. The chair discovered that the CEO is working with this unreliable board member as a volunteer advisor for some programmatic work, and the CEO does not want to risk that relationship.

Two questions arise: How do you create a board culture of engagement and commitment?  And should an organization save a board seat for someone who volunteers on the programmatic side but is not really interested in board responsibilities?

Fix Issues Before They Become Part of Your Culture

As told by a Board Chair somewhere in the US

I am the board chair of a nonprofit that is headquartered locally, where I live, but has a national focus. We have board members scattered across the country. We reached a point where board members failed to communicate or respond to communications. It was starting to be a problem. I worried it was becoming part of the culture of the board. Because engagement – and disengagement – are contagious.

I was especially concerned because we had recently brought on several great new board members. I did not want them to get the wrong impression of what is expected. I did not want them to question others’ commitment.

So, we took a step back and polled the board: How do you want to communicate? Now we reach everyone in the way they prefer, and that has helped.

One Board Member Does Not Keep Commitments

One board member, who has been on the board for about three years, continues to be a problem. It doesn’t matter how I reach out – email, text, call — I get no response. He says he’ll attend meetings and then doesn’t show up, without notice or apology. In three years, I can recall only one time he said he’d attend and did.

He does not keep other obligations either. He made a pledge last year but did not honor it. Multiple staff tried to work with him, but he did not respond. So, it got elevated to me. In the end, he donated for the current year but never honored last year’s commitment.

He did host an event for us in his city, which I attended. But it was not a fundraiser. I felt he was just trying to show off to his network the work he is doing. I felt it was more about him than about the organization. I get that people join boards for different reasons, but he seems more self-focused than mission-focused.

Honestly, this is the kind of situation that keeps me up as a board chair. It drives me crazy. You want an engaged board, and you want other board members to see everyone engaged. Fundamentally, it’s rude to ignore emails and texts. And it’s rude not to communicate. I don’t get it. If you don’t have time to serve, that’s fine—just say so. I’d have so much more respect for that

Require Participation and Accountability

Our CEO and I discussed the situation. I was ready to counsel this board member off the board. But the CEO does not want to.  The CEO says he’s helping with some operational projects and making important programmatic connections, not fundraising, but programmatic—and the CEO doesn’t want to jeopardize that help. I haven’t seen those results myself. But he assures me the board member is helping.

The CEO suggested we reduce this board member’s obligations. I told him flat out: Absolutely not. That’s how the integrity of a board erodes. You can’t have members who don’t show up, don’t communicate, and go dark. It drags everyone down. It creates more work for the board chair and for the staff. It is bad for morale. We owe it to our organization—and to one another—to maintain a board that is active, accountable, and mission-driven. Anything less undermines the work we’re here to do.

Set and Communicate Clear Expectations

I have been reflecting on what to do. Going forward, I am writing a clear board job description, so prospects understand what the board does and what we expect of them: attend meetings, donate, help ensure the organization stays on course, and understand that the board’s role is governance, not program.

I also plan to ask more in-depth questions when I interview prospects. How much time can you realistically commit? Will you attend meetings? What do you hope to bring to the board? Why do you want to serve?

I have been on boards where they have board members sign a commitment form annually. They do it at the same time they sign their yearly conflict-of-interest form. It is a good practice that reinforces and clarifies expectations. And it opens the door for an honest conversation if someone cannot meet those commitments. We can talk about how they can support the organization in other ways.

Deal with the Issue at Hand, then Create a Policy

The toughest part right now is that the CEO and I disagree. Ultimately, he doesn’t have authority over the board, but I won’t go around him. I think we need to figure out how the CEO can get what he wants without having the troublesome individual on the board. We need to have an honest conversation with this board member. I need to understand why he wants to be on the board. Is it for his resume? To impress his network? It’s not clear to me. In the end, he might be happy to be off the board because he does not have time. It might be a relief. So, we need to ask him some questions.

Once we work through the issue with this specific board member, I want to have a conversation with the full board and the CEO. Should we allow someone who helps the staff serve on the board if they are not interested in showing up or governing? I believe that we need everyone on the board to lean in and commit. But I can also see that people can contribute in other ways. After an open discussion, I want to create a board policy. So, in the future, everyone will be clear.  

Lessons Learned

• Be clear about board expectations with prospective board members.
• Have board members sign a commitment form annually.
• Have honest conversations when board members cannot meet commitments.
• Consider other ways individuals can support your organization.
• Create a policy about who can be on the board.
• And if you are a board member, respond to communications, communicate yourself, and keep your commitments.