Board Member Best Practices in the Smaller Nonprofit

Board Member Best Practices in the Smaller Nonprofit, allows you to continue your reflection on the make-up and operation of your board. 

The board's role is crucial in small organizations, especially in light of the complexities organizations face. 

Take the time for intentional board improvement. Assemble the right group of men and women on your board and they will contribute to a well run organization and the achievement of your mission. 

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5. There is a Good Mix of Both Well-Experienced and New Board Members

This is Practice 5 of 80

Many boards rotate too fast to maintain good continuity. You need people serving who have solid experience with this organization and Board.

Members need to understand how things got to be the way they are. They need knowledgeable background information to make good decisions.

Bring new Board members on to gain plenty of experience with long-standing and active members. Have a plan of rotation in place that preserves Board continuity.

• How is your Board balanced between emerging and seasoned leadership?

• How well can longer-serving board members explain how decisions and conclusions were arrived at several years ago?

• How can experienced members mentor newer members through the first meetings?

Why This Practice is Important to Me as a Leadership Coach

There is value in knowing how things got to be as they are. I've seen certain areas of organizations, including the Executive Director role, deteriorate over time as each successive person in the role loses organizational knowledge of "how it should be" done, and passes along something inferior and of their own improvisation. 

It's no different with the Board. Time can be lost as over and over again, new board members grapple to understand why some policy exists or is written as it is. Or, they don't understand the foundations of the organization, it's history, it's purpose and it's vision for moving forward. 

So much could be avoided (and accomplished) through having a written or video knowledge base, supplemented by some mentoring by a board member who is up to speed. Overlapping board members as they serve their term will be of huge value and many, many boards practice this. Newer members can listen and learn, and then be better contributors when they do have something to give. Of all board member best practices in the smaller nonprofit, this one will pay bid dividends. 

The Key Concept, Attitude or Action That Drives This Practice

CONTINUITY

Well experienced members know all the players and politics. Sometimes this can make the difference.

An Expansive Thought

Fresh energy and vision is needed to shake loose no longer useful patterns of thinking.

An Action Point

A plan of rotation that serves the organization is better than a plan that is built on what the group 'should' do.

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6. The Board Doesn't Overlook Facts to Avoid Personal Issues

This is Practice 6 of 80

If your on-site staff have personal issues and are not getting along and working like a team, tell the truth and take action.

If you accommodated someone’s favorite program but really don’t have the ability to carry it on, tell the truth and change it.

If staff or those you serve keep telling you something isn’t up to par, don’t deny it. Admit the truth to yourself and act.

Do not keep moving ahead hoping that something will go away, because most times it won’t.

While you are stating the truth, don’t forget to respect confidentiality.

• Are you being real? How might your Board be living in denial about something? What is that "something?"

• What would it feel like if you faced the personal issues, took decisive decisions and actions that led to positive change?

• What is more freeing, reality or performance?

Why This Practice is Important to Me as a Leadership Coach

Admitting the truth about a situation is freeing. Now you can do something about it instead of pretending it doesn’t exist, which is costly to everyone and to the work.

Clarity rules. I know confronting a situation is a delicate matter. Yes, I know some will get mad and possibly even leave. And I even know that in spite of our best wishes, board members have biases towards people and ways of doing things, And even some building or room layout! Silly things can lead to problems with people.

I know through working with my clients that small things, left unattended, can grow bigger. Executive Directors inherit situations. They have no idea how "the thing" got started, but they know the organization seems saddled with "it."

Thank the Lord for the courage and boldness to step into the situation and find a resolution to what should have been solved a long time ago. Sometimes it isn't easy, and that's why we are coaching about it. 

The Key Concept, Attitude or Action That Drives This Practice

REALITY

Acting completely on that truth frees up all sorts of energy.

An Expansive Thought

Valuable time is spent and lost avoiding issues.

An Action Point

Avoidance is about performing for others. Don't do it.

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7. Collaboration Characterizes Board Decisions

This is Practice 7 of 80

Collaboration is about positively and willingly working together.

Personal agendas are deadening. Intransigence is as well. When someone holds their opinion or choice of action so tight that they become adversarial about it, you’ve got trouble. Get rid of members who were brought on the Board to serve somebody’s personal agenda.

Decisions arrived at in a collaborative manner can best serve the Board of a small nonprofit.

There is only one reason worth sitting around the Board table, and that is to serve the purposes for which the organization exists.

• In what ways would the board benefit from some board member housecleaning? (attitudes, behaviors, personal agendas etc)

Take the time to allow each Board member to be clear about what their expectations are in being on the Board.

• If each of you had a personal agenda, what would that be?

• Where are the possible tension points in working together? How will you deal with those?

• How have you historically been able to reach a consensus on decisions? If not, what's the explanation, and what might be done about it?

Why This Practice is Important to Me as a Leadership Coach

Decisions arrived at and agreed upon together create more positive momentum. There is a difference in the Executive Directors, and Board Chairs I've worked with who have collaborative board practices, and those who don't. The stress level and degree of satisfaction is up with one, down with the other. 

I've sat on boards that are tremendously collaborative. No one is driven by ego to get their way or force their thinking. It was refreshing being a part of that. And, I've also been on decision-making teams that made me feel sick to my stomach. Big difference.

The Key Concept, Attitude or Action That Drives This Practice

COLLABORATION

Collaboration values and integrates the contribution of each individual as far as possible.

An Expansive Thought

Collaboration creates ownership. Cooperation may not.

An Action Point

Examine yourselves for personal agendas. Be clear about them and take action to resolve them. If board housecleaning needs to happen, do it.

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8. The Board Recognizes the Efforts of Staff and Volunteers

This is Practice 8 of 80

For literally millions of small organizations registered around the world, and for many more millions of movements, projects and organizations that are not registered formally, volunteers are absolutely essential.

The Board, either with or through the leadership, needs to continuously recognize what others give to make things work.

Saying thank-you is still a powerful yet simple sentiment. Never ever forget to say it in some way to the people who believe in what is happening and invest themselves in being a part of it.

No, people shouldn’t just automatically know you are thankful for them.

Excessive flattery may lead to pride, but appreciation does not. Show it often.

• How does your Board say “thank you” to volunteers and staff?

• How can you say thank you and show appreciation for their efforts, often and in a genuine way?

Why This Practice is Important to Me as a Leadership Coach

Appreciation acknowledges and further encourages valuable contribution.

Over and over again, I've coached good leaders who know the power of recognizing those who do the work. When you can find something good to say, say it. And, recognition and a thank you coming from the board means a lot. 

It can keep great volunteers coming back. Of all the board member best practices in the smaller nonprofit, this is the outward facing one. It's not about what happens around the boardroom table, but it shows the attitude, interest and care of those who sit around that table. 

The Key Concept, Attitude or Action That Drives This Practice

GRATITUDE

Thankfulness for the people who partner in this particular work, paid or not, characterizes the board.

An Expansive Thought

Regular sincere gratitude will result in regular and expanding contribution.

An Action Point

Checking worker by worker, when is the last time they, their spouse and family were recognized for contribution? Make sure they are.

This concludes Board Member Best Practices in the Smaller Nonprofit.

To review Coaching to Develop Better Boards for Small Nonprofits, click here.

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What Will You Take Action on from Board Member Best Practices in the Smaller Nonprofit? 

You have gained insight from Board Member Best Practices in the Smaller Nonprofit. But with much more to work on, you'd like to connect with me to discuss working together. We can explore your situation and discuss what might be possible. 

To discuss leadership and executive coaching, contact me here.