I had the pleasure of serving as ‘scribe’ for a recent kitchen-table dialogue workshop, entitled ‘The NFP Executive Director: Their Leadership and the Role of the Board,’ that was organized and moderated by Alan Kay of The Glasgow Group. The July 6 session was attended by 10 people, most of whom are seasoned not-for-profit (NFP) executive directors (EDs).
The following are some of the key insights and observations for EDs arising from the workshop:
- Primary board role is strategic – The board’s fundamental role is to help guide the strategic direction of the NFP. This is frequently initiated by a strategic planning session. “A key ED challenge is avoiding ‘pernicious micro-control’ on the part of the board.” “The board should be ‘nose in, fingers out’ regarding the work of the ED and staff.”
- Board member qualifications – Simply possessing an understanding of, or passion for, the cause is no longer sufficient. Board members today should bring solid skills in such areas as finance, marketing, communications, governance to be considered. Willingness to fundraise on behalf of the organization (cash or in-kind) should be expected.
- Ensure role clarity – One ED described his stakeholders as a triangle, involving his association’s staff, its membership, and its board. Having clearly defined roles enables these three groups to work together. Another said, “My organization can flourish if I’ve been able to forge a relationship with my board chair that’s grounded in trust and discipline.” Another ED prepared a formal governance manual documenting relevant roles, responsibilities and processes.
- Handling board meetings – Recognizing that the ED doesn’t lead or control board meetings, you should still try to be the ‘air traffic controller’ in plotting with the board chair each meeting’s agenda to avoid nasty surprises. Maybe even write the chair’s speaking notes.
- Relationship with board chair – Beware of having too strong a relationship with the board chair, as it can undermine the relationship or commitment of other board members.
- Board training – Initial training only is inadequate. Ongoing education about the board’s role and governance process is essential for boards to keep on delivering value to the NFP. If you’re having difficulty selling this idea, find another NFP that’s doing it and get them to sell its value to your board leaders.
- Staff / board interaction – Consider bringing key staff members to early board meetings to introduce them and help foster trust, role ownership and engagement. But be careful to avoid allowing board members to make direct requests of staff without going through you.
- Permanent board committees – They may not always be necessary; consider striking ad hoc committees driven by specific requirements, which can help reduce the size of your board and lead to faster and better decision-making.
- Be seen in the field – As an ED, you have a ceremonial role to visibly demonstrate leadership and support for the cause by attending local events and activities. Remember to thanks volunteers and staff for their commitment. “People will see what you’re doing more than hear what you say.”
- Who’s the best leader – Question whether the NFP’s founder is still the right person to lead the organization today. Is their passion for the cause impeding current effectiveness now that the NFP has grown and matured? If it is, consider succession planning to get the most appropriate leadership in place.
- Consider alliances or beyond – As the need for NFPs to ‘do more with less’ intensifies, seek out other NFPs with complementary missions with whom you can share resources. If your mandates substantially duplicate one another, even contemplate one NFP acquiring the other to create a stronger organization that’s better able to achieve the mission. Try to look beyond the natural imperative of protecting turf in favour of the greater good.
Suggested reading:
Alan Kay’s blog: 8 ways to enhance your Executive Director leadership skills using Solutions Focus;
The 13 commandments of better leadership in NFP organizations; 8 ways to merge your not-for-profit organization and become stronger
Book: The Truth About What Nonprofit Boards Want: The Nine Little Things That Matter Most, by June J. Bradham
No comments:
Post a Comment