STOP BLAMING YOUR BOARD

As soon as I sat down at the table for the executive staff team meeting, I could tell there was tension in the air.

“What’s going on?” I asked.

The COO I was sitting next to said, “Oh, it’s board meeting week. We always have to put on a good show for them. It’s such a distraction from our regular work.”

‘Whoa!,' I thought to myself.

‘Regular work?’

‘Put on a show?’

Red flags. With this “us vs them” mindset, this organization is missing out on potentially the most undervalued superpower for successful nonprofit work – a thriving board of directors.

Although this nonprofit might be an extreme example of this kind of divisive mentality, it is not unique. Many (if not most) nonprofit leaders tend to unload a sizable portion of the blame on an “unengaged” board, or a board who is “missing in action”, or board members who are “just there to have their names on a list”. If you are finding yourself even slightly on the verge of this thinking…it’s time to rethink some things.

Energetic, engaged, and effective boards truly do have the ability to launch organizations to higher levels. They should provide critical community and business insights. They should be proud connectors to other community leaders and supporters. They should be vocal champions for your cause. They should provide guidance, support, and vision. They can create financial stability, support, and even thriving financial conditions for the organization. When put-to-work effectively, a strong board will make all the difference for a successful nonprofit.

Plus, it can be fun and personally rewarding. To this day, some of the deepest and closest relationships I have are with former board members of nonprofits I’ve worked with. It’s just “us.” There is no “them.”

So how do you go from blaming to thriving boards?

First, stop the blaming mentality. Your board is an extension of the entire organization. The board shouldn’t be seen as an outside group or force against you, but as an integral link in the chain of delivering your mission. Without this fundamental philosophical belief, it will always be a challenge to maximize the potential of a board’s work and influence.

Second, be willing to ask for help. This can be harder than it sounds. Nonprofit executives are loaded with responsibilities and are often doing more with less. They want to be perceived as capable, competent leaders who are able to do what needs to be done without expressing a gap or deficiency. However, there is an honest and humble reality that nonprofit leaders need to also be in touch with. It exists in the simple phrase of, “I need your help”.

When you’re willing to finally ask for help directly and honestly, it can unlock a sense of connection with others. I’ve heard board members often say, “they don’t really need my help, they just want my money.” When you ask specifically for help, it not only demonstrates your own humble leadership, but it also directly focuses your volunteer on what they can personally do to make a difference. That’s ultimately why they’re there – they want to make a difference. When you empower them to do that, suddenly, there is a deeper gratification and connection they will have with your organization’s work.

Finally, ask good questions. At least once a year, nonprofit leaders should be sitting down with board members and having good generative dialogue one-on-one. I like to frame that conversation with some simple but thoughtful questions:

1. What are some bright spots from the past year?
2. What are some growth opportunities?
3. Are you doing what you'd like to be doing?
4. Do you feel your gift is making a difference?
5. Who else should hear our story? Can you help us connect?
6. What's on the horizon that you’re excited about?

After you’ve had personal meaningful dialogue with your volunteers, they will be much more engaged and inspired to do the work you most need them to do.

So, stop blaming your board. Shift your mindset from “us vs them” to “we’re in this together.” Ask for help and ask great questions that will guide and direct their energy and focus. This starts with you, not them.

As important as knowing what to START doing, it’s important to know what to STOP doing. “Because we’ve always done it this way” is a terrible reason to do something. This month, we’ll share things you should STOP doing to further your organization.