Do you remember the game Telephone? A group sits in a circle, and the first person is told a sentence or phrase they whisper to their neighbor. The group keeps doing this until the message gets around the circle, where the last person reveals the message, which is rarely anything like the original. This might be what you feel like trying to navigate interdependent relationships between nonprofit boards and the executive director. It can easily be a complicated system of communications and relational dynamics that don’t have clear boundaries or defined roles and responsibilities. At best, the relationship between board and executive director can be encouraging while offering constructive feedback as you feel connected on the mission together. At worst, you’re fighting against each other because you’re frustrated by the lack of clarity, conviction, and efficiency you perceive in each other.
There are entire books written about navigating relationships between nonprofit boards and executive directors, but these are some of the issues I see the most. Diverse relationships are the lifeblood of nonprofits, but with diversity can often come differences of opinion and inevitable conflict. Every nonprofit has many stakeholders that need to work out their interdependent relationship with each other and the organization itself. This requires immense trust in each other and is often more complicated than people expect. These are a few ways to minimize the liabilities and points of tension and maximize the confidence and effectiveness of your nonprofit.
Have you ever gone white water rafting? A guide in the back of the boat typically steers the raft. As they steer, they announce commands to others in the boat so they can plan their path accordingly. For example, they might say “two strokes back” or “right side three strokes” as they float down the river. These are strategic instructions and need to be clear and decisive. One boat member might think they are over-achieving by paddling even harder than they’re asked to, but this ends up working against the team because it is going against the guide’s instructions. The guide’s ability to direct the boat depends on everyone’s ability to follow their instructions, and changing that dynamic works against the boat’s efficiency when people operate outside of their roles, even with good intentions.
Some tasks fall through the cracks without clear roles, while others get duplicated. Therefore, navigating, cultivating, and clarifying the relationship with the board is a fundamental part of the executive director’s role. As the conscience of the board and the driver of the mission, they are the ones who connect reality with the mission and vision of the nonprofit. Therefore, the executive director should be clear about their expectations for the board and their specific roles. To do this and adequately appraise a nonprofit’s performance, an executive director must actively listen, communicate appropriately, and cultivate trust. Actively and empathetically listening to key stakeholders solves problems and creates relationships that function despite difficulties.
Establishing clear roles and responsibilities is the first step in building a solid relationship between a nonprofit board and an executive director. The board should set clear expectations for the executive director’s responsibilities and hold them accountable for their performance. There should be a clear job description for the executive director, but is there a clear job description for board members?
In a nonprofit, the guide is the executive director, and the paddlers are the board members. The executive director’s job is to guide the organization, and the board member’s role is to propel the boat forward. The executive director brings direction, and the board provides energy. However, navigating relationships between nonprofit boards and executive directors is more complicated than it should be without clear roles.
Effective communication and collaboration are critical for the success of any nonprofit organization. Like the game of Telephone, there is nothing more frustrating than miscommunication. The board and the executive director should establish regular communication channels to ensure everyone is on the same page. Additionally, it’s worth considering if the board will hear from other employees within the organization. One of the responsibilities of the board is determining whether there are reporting mechanisms that allow employees to report to the board regarding the executive director’s performance. If a board only hears about the organization from the executive director’s perspective, they cannot get the whole picture.
Additionally, suppose the executive director is always self-reporting. In that case, there might be blind spots or gaps in their otherwise effective leadership that deserve attention, and allowing invested employees to report on this can be beneficial.
Clear lines of communication aim to limit frustrations between board members and the executive director and effectively move the mission and vision of your nonprofit forward. Where have you experienced miscommunication between the board and the executive director? Are there generational gaps that are exacerbating miscommunications?
By focusing on cultivating and developing communication, executive directors increase engagement and transparency, improve conflict resolution, and grow investment in the mission. In addition, you can’t have healthy relationships between nonprofit boards and executive directors without clear lines of communication.
The board and executive director must establish clear boundaries to respect each other’s roles and avoid conflicts of interest. This can include defining decision-making authority, limiting the executive director’s involvement in board meetings, and establishing procedures for addressing disagreements. We all want to think nothing catastrophic would ever happen in our organization, but conflict is inevitable and can require mediators and multiple parties like board members, the executive director, and staff. If you can create bylaws and boundaries that address possible conflicts or liabilities and anticipate future challenges, the better your organization will be when you manage a crisis. Do you have clear guidelines in your policy manual that state expectations for a board member and how they might be removed if necessary? What are the procedures or circumstances for the removal of an executive director?
Think of these clear boundaries as physical therapy: a little pain and pressure now provide strength and relief in the future. Physical therapy aims to prevent further injury and gain strength for future endeavors. You might have to have hard conversations to make or maintain clear boundaries, but that small amount of pain now is far better than a side-lining injury to someone in your organization later. Having clear boundaries strengthens your organization and helps ease the pain and pressure in navigating the interdependent relationship between the nonprofit board and executive director in the future.
Have you ever been in a one-sided relationship? It often leads to frustration, unmet and unspoken expectations, and disappointments. One person is typically more invested than the other, and their trust and investment aren’t reciprocated. Mutual trust is critical in navigating the interdependent relationship between the nonprofit board and the executive director. Imagine an organization where the executive director doesn’t trust the board or vice versa. What happens if there isn’t mutual trust between board members?
Brené Brown has been invaluable in her contributions regarding vulnerability, honesty, and many others. She gives seven components of trust (BRAVING): boundaries, reliability, accountability, the vault, integrity, non-judgment, and generosity. Can you trace these in your interdependent nonprofit relationships? Do you view one another with non-judgment and generosity? If Brené is unavailable, we consider ourselves experts in cultivating trust.
Suppose there is a breakdown in trust between the board and its members or between the board and the executive director. In that case, this will exacerbate every situation and create more anxiety. Instead, the board should ensure that the executive director is transparent about the organization’s finances, operations, and decision-making processes. How can the executive director be honest to cultivate trust? The board should also hold the executive director accountable for their performance, regularly evaluating their progress toward achieving the organization’s goals and continually assessing the health and well-being of the organization. It is vital for the executive director’s growth and development to have their board’s trust and investment.
Clear roles, communications, boundaries, and mutual trust are absolutely essential when navigating the complicated, but possibly beautiful, relationships between the executive director and the nonprofit board. We want to work with you to make any miscommunications disappear and increase the trust in your organization. Your mission is important, and your vision deserves to be communicated; don’t let those be casualties of tensions that can be prevented.
