What is the board actually for?
Good morning all,
One of the most common problems in nonprofit governance is the board that isn’t sure what its job actually is.
I’ve seen this from both ends of the spectrum.
On one end, there’s the board that’s been convinced its role is limited: show up, donate, cheer, and approve as directed. The real decisions happen somewhere else, and the board signs off.
On the other end, there’s the board that leans too far in. It weighs in on staffing, vendors, and program logistics. Eventually, the executive director stops leading and starts waiting for permission.
Both boards believe they’re doing their job. Both are out of alignment with the role.
It’s also not quite as simple as saying the board governs and the executive manages.
The two leadership roles are meant to reinforce each other.
The executive brings information, experience, and perspective from the day-to-day realities of the organization. The board brings oversight, accountability, and a longer view of the mission and its future.
The executive proposes a direction. The board pressure-tests it and strengthens it.
The board raises concerns about financial sustainability. The executive translates those concerns into operational decisions.
Each has a distinct role, but neither succeeds in isolation.
When directors understand their position, the relationship becomes productive and mutually reinforcing. When they don’t, the board and executive lines blur, they lose track of who owns what, and let accountability fall through the cracks.
Strong governance isn’t about staying out of management or controlling every decision. It’s about understanding where the board adds value and exercising that responsibility well.
Over the next few weeks, we’ll spend some time exploring role clarity, the board-executive relationship, and how organizations can strike the balance that allows both to do their best work.
Until then, take good care.
Nancy