An Organization's Board of Directors: What Is The Role of A Non-Profit Board Member?

An Organization’s Board of Directors
Problem
Leadership conflicts arise between an association’s staff and the organization’s board of directors.
Solution
Ensure that the organization’s board members clearly understand the roles and responsibilities associated with
their position.
Discussion
While new board members accept their positions with the best of intentions, they may have little experience
and be offered little guidance regarding the responsibilities of organizational governance. When roles and
responsibilities aren’t clearly delineated, leadership conflicts are sure to ensue. Communication is the key to
positive relationships between the board, executive director, and association staff.
What is the role of a non-profit board member?
Whether recruited or elected, many non-profit board members begin their tenure with uncertainty as to how
they should serve the organization. For those experienced in operating within a for-profit industry, the entire
structure of a non-profit may be unfamiliar. Although new board members have an earnest desire to help the
organization they represent, they may inadvertently misdirect their efforts.
The role of a non-profit board member is comprised of only three activities:
 Fundraising (80 percent): Fundraising is the most important responsibility of a board member, yet
many board members are reluctant to engage in this activity. Board members are expected use their
connections to spur interest in and support of the organization they serve. Board fundraising activities may
include major donor solicitations, sponsorship solicitations, membership recruitment, and efforts to boost
event registrations.
 Oversight of Programs (10 percent): The non-profit board is responsible for general oversight of the
organization’s programs. This role does not extend to the operations behind the programs, but does include
fiduciary oversight.
 Strategic Planning (10 percent): The board is the primary force behind the organization’s strategic
planning decisions. Board members create or update the strategic plan and evaluate the implementation plan
presented by staff.
Because a board member’s role is limited to governance and the executive director is responsible for daily
operational activities, the executive director is the liaison between the board and the staff.
What happens when board members don’t understand their role?
When board members are unclear about their responsibilities to the organization, they typically either become
under-involved in governance or attempt to micromanage operational activities.
 Under-involvement: Without guidance, some board members become unenthusiastic and perform
only the minimum requirements of their position. They may miss meetings or fail to participate in discussions.
They may also resist engaging in fundraising activities.
 Micromanagement: Armed with a desire to make a difference and without an understanding of
boundaries that separate board members from staff members, some board members will inject themselves
into all avenues of operations. Bypassing the executive director, these board members will contact staff
directly with requests. They may also seek direct involvement in project development and planning activities.
Busy with operational tasks, they may neglect their fundamental board responsibilities.
Why do many board members misunderstand the responsibilities of their position?
Several factors can contribute to a misunderstanding of the role that a board member plays in an organization.
They include:
 The organization does not have a board orientation program or resource materials that document the
role of a board member.
 Committees comprised of both staff and board members blur the line between governance and
operations, opening the door for micromanagement.
 The board lacks confidence in the executive director or staff.
 The board moves into the realm of operations during a time of transition or crisis, and continues to do
so once the emergency has passed.
 Board members are hands-on practitioners or managers in their own jobs, and it is difficult for them
step back from operational activities once they assume the role of governance.
 A board member has special experience in a certain arena (e.g. event planning) and therefore feels
compelled to become involved in that area of operation.
 The board meets more often than necessary, giving directors time to delve into operational issues.
 Certain board members are uncomfortable with fundraising, or lack the connections to succeed in this
area, and therefore turn their attention to operational activities.
How can leadership conflicts with board members be prevented?
Carefully delineating the areas of responsibility for board members can help avoid leadership conflicts. This
can be accomplished through board recruitment, communication of responsibilities, limiting board members’
committee involvement, and board self-assessment.
 Board Recruitment: If board members are recruited rather than elected, they should be selected
based on their ability and willingness to fundraise. Often, organizations mistakenly seek directors with special
industry experience, which leads to micromanagement problems. Potential directors should have well-
established industry connections and people skills. Because 80 percent of a board member’s role is
fundraising, he or she should be prepared for this responsibility.
 Communication of Responsibilities: Organizations should develop a board orientation program and
manual to communicate the expectations placed on new directors. The materials should clearly differentiate
the responsibilities of the board (governance) and the staff (operations).
 Limit Committee Involvement: In an attempt to create the illusion of board involvement, executive
directors are sometimes tempted to assign board members to committees. Not only are these committees
ineffective and time-consuming, but they also open the door for board involvement in operational issues. If a
committee falls outside of strategic planning, fundraising, or program oversight, direct the activity to staff
members.
 Board Self-Assessment: A non-profit board should conduct an annual self-assessment exercise to
evaluate their overall effectiveness. This process serves as a reminder of the primary functions of the board
and can help generate ideas for future board recruitment.

An Organization's Board of Directors: What Is The Role of A Non-Profit Board Member?

Uploaded by

Copyright:

Available Formats

An Organization's Board of Directors: What Is The Role of A Non-Profit Board Member?

Uploaded by

Document Information

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

An Organization's Board of Directors: What Is The Role of A Non-Profit Board Member?

Uploaded by

Copyright:

Available Formats

An Organization’s Board of Directors

What is the role of a non-profit board member?

The role of a non-profit board member is comprised of only three activities:

What happens when board members don’t understand their role?

 The board lacks confidence in the executive director or staff.

How can leadership conflicts with board members be prevented?

You might also like

Pfad - The Proxy pFad of © 2024 Garber Painting. All rights reserved.