9 Ways to Tell if You Should Fire a Board Member
Board members are a tremendous asset for most nonprofit organizations, providing needed expertise, as well as the necessary leadership in furthering the mission and success of the organization.
Occasionally an individual board member can become destructive to the organization. This can become a negative force to the workings of your board and executive staff. The effects of this behavior can be poor morale among staff and board, loss of energy, board turnover and a damaged public reputation.
Here are nine examples of “disruptive” behavior to illustrate the point:
• Fails to prepare, participate and attend board meetings
• Shows lack of understanding of the board member’s role and the assumption of the role of “change agent” when it is clearly inappropriate and unnecessary
• Rejects ‘team player’ concept by failing to accept the consensus of the board, after issues are fully debated
• Micromanages the group as a whole and operates independently from others in an unwarranted way
• Displays inadequate follow through on a consistent basis when dealing with assigned tasks and responsibilities
• Shuns financial responsibility as a board member by refusing to make a personal contribution on an annual basis to the best of the person’s ability
• Undermines the board, board chair or chief executive officer either by subtle or obvious means
• Fails to maintain confidentiality on board matters
• Refuses to live up to the values promoted by the organization
When these behaviors are exhibited, your board chair (not the chief executive officer) has the responsibility to meet with board member. They must discuss the behavior and the impact it is having on the organization. Often, the board member will become aware of the behavior and make the necessary changes. However, when discussion or counseling fails to solve the problem, it may be time to ask for a resignation.
If your board doesn’t face up to its responsibility, the problem can quickly become a disaster for the entire entity. Along with this comes long-term negative effects. Just as the board holds the chief executive officer accountable for his behavior, your board must do the same for its members.
3 Tips for Transforming Your Non-Profit Board in 2011
As non-profits embrace technology, I hear many concerns that boards are unwilling to take chances on new channels for building their organizations.
Does this require a new type of board member? How does a CEO or board re-invent themselves?
The old adage of having a board member take on a fiduciary role is still important, but it's not always meaningful to the individual. It certainly doesn't tap into the strategic and business-like approach that's needed.
Here are 3 ways to transform your non-profit board:
1. Make sure each person on the board uses his/her full potential. This is accomplished by fully engaging them in a discussion all the time, seeking their ideas, and asking them questions. The ideal situation is for the CEO and board member to be on a partnership level as a leader. When you fully engage in a partnership and as leaders, you stand a better chance of reaching your full potential and achieving your goals.
2. Be constantly willing to examine and reexamine your own performance. The board must be open to analyzing its functionality and the roles that each individual plays. Being aware of weaknesses and acknowledging them will help in the transformation process. Of course, action is required to make the necessary changes towards progress.
3. Participate in fundraising. The board's active participation in fundraising — which includes their own annual contribution — is key. This means that people who serve on your board have strong community relationships with corporations and businesses that you can tap for contributions. This trumps an annual appeal letter any time.
My recommendation to most boards is to do a comprehensive performance assessment every two or three years to measure the level of the engagement of their board and their passion for the organization.
Welcome to 2011. By the way, if you'd like more tips and information on transforming your board, take a look at my new book, The Non-Profit Board Therapist.
10 ways to unlock your boards true potential
There’s plenty of buzz and concern in the nonprofit world about the desire to improve effective board leadership and governance. I’ve gotten a first-hand look at this issue during recent trainings and retreats I’ve provided to national nonprofit groups.
What kind of shape is your organization and board in?
Here are 10 ways to determine if you’re on the right track with your board.
Do you:
1. Engage the board as leaders and partners in your vision and goal setting, encourage them to ask questions and encourage their ideas.
2. Examine ways to improve board governance.
3. Avoid the “warm body theory” of board recruitment. Develop a list of 10 key board prospects in the pipeline at all times.
4. Develop a reappointment process with clearly identified responsibilities for each board member PRIOR to approving any new terms.
5. Fire difficult board members when all else fails.
6. Select chair elect at time of appointing board chair.
7. Remove “inner and outer” boards by reducing use of Executive Committee meetings.
8. Involve the entire board in CEO evaluation and deal honestly with performance issues.
9. Make certain that board meetings are of appropriate time. Respect each other’s time.
10. Ensure that a comprehensive board performance assessment is conducted at least every two or three years. Good boards assess their CEO, great boards assess themselves.
If this is your dream list and you're not currently carrying out these practices, it’s important to measure the effect it’s having on your team, fundraising, mission, and daily work.
With 2011 under way, you may need to take a long hard look at your board and decide to make some changes.