There must have been a full moon out recently. I had back-to-back meetings two weeks ago with two different nonprofits and thoughtI had entered the Twilight Zone. At my first meeting, members of a nonprofit board were complaining about their CEO’s not doing what the board wanted done, resisting implementing some much-needed change, obstructing progress and otherwise running his own version of what he feels an agency CEO’s job should be.
In the second meeting, I met with an agency CEO who was having problems with a headstrong board member. The CEO felt he was being treated as a personal employee of this director, rather than an employee of the entire board. There was just no pleasing this one director no matter what.
Leading a nonprofit agency should not be a constant tug-of-war between staff and board. In both of these cases, their chosen clientele suffer because people are focusing on the the political battles not what is best for the clients and the agency. What causes problems like these…or, shall I say “friction”… between boards and CEO’S? Well, a couple of things, I say. Do any of the following circumstances exist at your agency? How have you addressed board-CEO disconnects?
- Do directors really understand their role as director?
- Do directors and staff have operating protocols in place to guide decision-making and establish clear job descriptions?
- Do directors and staff hold recurring meetings to stay current on goings on at the agency?
- Does the agency have a Board Policy Manual explaining all procedures and processes, including limitations?
- Do board members and the CEO have an open relationship allowing for frank discussions? Did they discuss this when each began their current roles?
- Do the board chair and CEO “own” insuring clear, ongoing, and open communication between staff and board?
- Others?
It is hard to say who is right and who is wrong in these two examples but one thing is clear–it takes a “strong enough” board chair and CEO to call out this dysfunction, put it on the table, and get it resolved EARLY. I assume at one point, these uncomfortable situations could have been addressed and resolved with few ripples but now, I tend to doubt it. Once everybody digs in their heels and pride is at stake, it seems sanity leaves the room and winning the argument becomes more important than doing what is right.
So, let me ask again, do any of the following circumstances exist at your agency? How have you addressed board-CEO disconnects? What happened?
Hi Tom! Thank you for this well-written piece and timely reminder. As I work alongside many non profits … trying to secure funding for their worthwhile charities, I often wonder what the condition and relationships are among board members and staff. Collaboration is essential to fundraising … and it must begin within the organization. Thank you!
Thanks Kathy. Alignment of thinking among leaders and staff is as important to success as alignment of the budget to priorities. Sometimes it is the easiest thing to fix, but hardest to make happen.
Tom
Tom!
Once again, a very well written and timely article. I can only imagine that many not for profits deal with these issues for far too long before addressing the need for resolution. Thanks for bringing the issues to light.
Thanks for your comments Christa. These kinds of distractions are so damaging, yet so avoidable…I appreciate your thoughts.
Thanks Tom especially for the list of ‘fixes’ and preventive measures/policies. As a believer and practioner of transformational facilitation, management and leadership, and as founding ptesident of a nonprofit whose stock and trade is alternative conflict resolution, I would add this: Revisiting the guiding principles
often in some way throughout the year is essential to fostering and maintaining the spirit of collaboration.Different kinds of boards and heirarchies may find transformational principles and requisite time commitment extremely challenging. Rushing through deadline driven business and tasks, for example, precipitates human tendencies for conflict. Even a well planned ‘retreat’ can boost or reinforce the ‘working together’ atmosphere.
Thanks, I like your idea of pre-establishing a set of Guiding Principals to guide directors and staff when the heat in the kitchen gets a little uncomfortable.
Hi Tom – good article. Of course most of the organizations I work with are not non-profits (at least not intentionally.) But you have done a great job of outlining the issues along with the bullet-pointed circumstances. It sounds like you have the basis/foundation for a well focused “peer review” program for non-profits. As you probably know from your past history, a solid, confidential peer review program can do wonders for most organizations since self-evaluation is often difficult and biased.
Hello Al, it is great to hear from you; thanks for your thoughts. I hope you are doing well.
You know, whether running a design professional practice, and insurance company or a nonprofit, there is a lot of carry-over of solid best practices, listening to the client, common courtesy, clear communication, and basic business practices that can help insure impactful implementation.
A lot of what I learned earlier in my career directly transfers into the nonprofit world.
Best wishes for a successful 2014!