Everyday there are many nonprofits in the world moving through the beginnings of a strategic plan. In every one of these sessions, nonprofit boards are creating the roadmap for their organizations, which is exciting.
The calibre of directors serving on the board impacts governance and outcomes.
Mission creep and micromanagement are disorders of a board. The symptoms and cures are different. Both create disruption in an organization.
If you’ve heard it once you’ve heard it dozens of times at board meetings: “I just have a question.”
A common response of new directors is, “I won’t say anything during my first six months of meetings; I’ll just be an observer.”
Committee reports can use up valuable time at board meetings. Directors sit
through a litany
of reports and updates; the average is 15 to 17 per meeting. Often they start with, “Our committee didn’t really meet but I
can give you an update on how we’re doing…” (There goes
another 15 minutes!)
Directors are expected to represent the interests of members. At board meetings it seems like the board is disconnected or unaware of the membership.
Your board members have a fiduciary duty to its members in three areas; the duties of care, loyalty and obedience.
These examples are real-life questions that were asked by board members.
How many times do we feel like we are stuck driving through mud in our organizations waiting for a key decision to be made on a sensitive or urgent issue?