Connect with Every Board Member Annually

Categories: Board, Board Chair, ED/CEO Roles · Good Board Practices · LeadershipTags: · · · Leave a comment

In my last post, a CEO shared a story about setting expectations for prospective board members and then reminding them yearly. She noted that when she started her position as CEO, she met with every person on her board. I applaud that she did this. I recommend that every new CEO take the time to meet with every board member and then stay connected in subsequent years. I also recommend that the Board Chair meets with board members yearly if possible. If the board is large, then the Board Chair, the Chair Elect (Vice Chair), and the CEO might split… Read more

What Happens When a Board Fails at Oversight?

Categories: Board Member Roles · Board, Board Chair, ED/CEO Roles · Good Board Practices · Hiring ED or CEO · LeadershipTags: · Leave a comment

A reader shared this story with me. Their reflections on what went wrong are great lessons for all board members. The ED went rogue out of arrogance. The Board Chair thought he personally managed the ED. The rest of the Board did not insist on transparency and oversight. Overconfident ED, Self-Important Board Chair, Acquiescent Board Means Trouble As told by a Board Member someplace in the US I have been on many nonprofit boards over the years – mostly in one specific programmatic area where I have developed expertise. The situation I am about to describe was difficult. I often… Read more

Unclear Roles Lead to Conflict and Chaos

Categories: Board Member Roles · Board, Board Chair, ED/CEO Roles · Conflict of Interest · Founder Transitions · Good Board Practices · Hiring ED or CEO · LeadershipTags: Leave a comment

A board member, who went through a traumatic founder transition, shared the story with me. In the organization’s early years, board members took on many staff roles and the ED and Board Chair were the same person. As the organization matured, the founders struggled to transition their roles. This led to personality conflicts, lack of accountability, and ultimately the resignation of both founders. Clarifying Roles Is Essential As told by a Board Member somewhere in the US I remember when our nonprofit — which focused on special needs kids — was just starting out. It was founded by a couple,… Read more

Having Good Intentions Is Not the Way to Diversify Your Staff

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A colleague described her journey around diversity. She learned that despite her husband being black, she really did not understand what it is like to live as a black person in this country. But she did know that her organization, which served a diverse population, would have more impact if it had a diverse staff. She shared this story of how she made that change. I Am Married to a Black Man, But I Was Still Clueless As told by a nonprofit CEO somewhere in the U.S. Diversity, equity, and inclusion are near and dear to my heart because I’m… Read more

Keeping Your Board Engaged Post Pandemic

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During the pandemic, many boards naturally and organically became more involved as members helped navigate the crisis. At one level, boards simply monitored finances more carefully. At the other extreme, board members took on operating roles when staff were ill or caring for family. And the pandemic impacted different organizations differently. For some, demand for services increased; for others (think arts organizations) usage plummeted or stopped altogether. In all situations, board members appropriately leaned in to help the organizations they loved survive. For several years, board members got used to being pretty hands-on.   But what happens now as we… Read more