I was talking to a relatively new executive director. She’d been in the job about six months. She asked me a question then, before I could answer, another person leaned into her ZOOM frame and answered it for her. I introduced myself. She was the board chair. I asked what was going on that she was in the office that day. Oh, she was just helping out.
Ms. Board Member, this is not “helping”. You were (I learned more later) in the office to interact with staff directly, by-passing the Executive Director. You were telling the staff and the ED what you thought they should do — even though you were only one board member and not speaking for the board as a whole. And that was out of line.
Sound blunt? Sorry, but it is blunt. Because there are times when only blunt will clearly communicate.
The board of directors of a center is meant to be a governance board not an operational board. The executive director operates the center day to day. The board is responsible for larger issues like setting the mission, planning strategically and assuring the center has the resources it needs. Here are some dos and don’ts for boards:
- DO develop policies around the board roles including committees and officers, emphasizing the big-picture role.
- DON’T put operational items on the board agenda unless you specify they are for information only (and not decision-making).
- DO discuss as a board the difference between operations and governance.
- DO have someone (not the chair) responsible for holding up a “STOP” sign when the group strays into operations in the meeting. Maybe give a STOP card to everyone!
- DON’T visit the center randomly. If a board member goes into the center, always talk with the executive director in advance about your purpose. You can be a consumer — that is okay — but you can’t tell staff what they should do.
- DO remember that a single board member is NOT the full board and does not make decisions or judgments on behalf of the board.
- DON’T expect special treatment. That would violate your Conflict of Interest Policies and Procedures.
For a little more about moving your board from interfering with operations to focusing on policy, strategy, and oversight, check out this article.
Provide your board with resources to assist them in fulfilling their true role. Here are some:
- https://www.ilru.org/training/how-create-best-board-and-staff-relationships-your-cil A 90-minute webinar led by two board members and a facilitator.
- https://www.ilru.org/board-and-staff-roles-and-responsibilities-centers-for-independent-living A recently published board manual.
- https://www.ilru.org/training/cil-boards-directors-series Two basic, self-paced training modules for board members.