An “Ask Me Anything” response…
This question came from Normer. Normer has led several non-profit organizations. Here is his question:
“How do you move organizations that have historically had operational boards to a governance board? Church decisions are made dramatically different and the pastor/CEO is in a less powerful position to make changes quickly and nimbly. How do you make that move or do you really want to?”
Challenging board dynamics add an additional and unnecessary complication to leadership. Ideally, boards support leaders. When a board (or board member) becomes overly involved in daily operations, it can easily frustrate a leader.
I originally planned to post this on gavinadams.com, as it’s a leadership question. However, since every pastor and non-profit leader has a board, I decided to post it on the Church Accelerator Community site. I hope it helps.
The Effect of an Overly Involved Board
Board members mean well. At least, this is what we want to believe. Even those boards and board members who are overly involved probably do so with the organization’s best interest in mind. Yet an over-involved board creates several issues for the leader and the organization:
- Micromanagement: Operational interference delays decisions and reduces the leader’s efficiency and autonomy.
- Erosion of Authority: The leader’s authority is weakened, creating confusion and mixed signals for the staff.
- Decreased Morale and Motivation: Direct board involvement can demoralize the team and lead to leader burnout.
- Distracted Focus: The leader’s focus shifts from strategic planning to managing board relations, diverting time and resources.
- Compromised Trust and Relationships: Overinvolvement signals a lack of trust, leading to strained relationships and communication breakdowns.
- Hindered Innovation and Growth: An overly involved board may stifle innovation and cause projects to stall due to increased risk aversion.
- Confusion of Roles: Blurred lines between governance and management create accountability issues and power struggles.
Unless absolutely necessary, as in the case of a leadership transition or gap, the best boards are mainly involved with oversight, not operations.
So, to Normer’s question, how can a leader move an overly involved board to become less involved in daily operations?
Steps to Change a Board Dynamic
Navigating the delicate balance between an operationally involved board and one that provides effective oversight can be challenging for any leader, particularly in the non-profit and church sectors. If your board is overly involved in the day-to-day, it might be time to realign its focus towards oversight and support. Here are five high-level steps, along with a few additional tips, to help guide your board in the right direction.
1. Assess the Situation
Before jumping into action, take a step back and evaluate what’s really happening. Is your board stepping in operationally because of past leadership issues, a lack of trust, poor performance, or external pressures? Understanding the root cause is crucial.
Gather feedback from board members, staff, and other stakeholders to get a full picture. This assessment will set the foundation for the changes you need to implement.
NOTE: If you’re stepping in as a new leader, your board behavior is mostly predicated on the previous leader’s behavior. Changing this will take time. However, don’t overlook your role in your board’s behavior. Look through the window at your board, but look in the mirror, as well. The board’s behavior could be a reflection of your lacking leadership. Or perceived lack.
2. Define the Desired Board Function
Not all board members may realize they’re too involved. Have an open discussion about the kind of board they want to be. Some might be perfectly happy micromanaging, but others may welcome the shift to a more strategic role. Articulating a clear vision for the board’s function is essential. Explain the benefits of focusing on oversight and support rather than operational details. This vision helps align everyone’s expectations.
Many organizational constitutions or governance documents define board involvement. If this is the case, ensure the board is aware of these expectations.
3. Build Consensus and Plan for Change
Once you’ve assessed the situation and defined the desired function, it’s time to build consensus. Engage in open discussions to reach an agreement on how to move forward. Identify what changes are necessary in processes, policies, and behaviors to transition to the desired state. This step involves setting clear expectations and creating a roadmap for change.
As part of this step, I suggest you and the board ensure governance clarity and even create job descriptions tied to the organizational values. Clarity in the role allows for consensus for change.
4. Lead the Transition
As the leader, it’s your role to guide the board through this transition. Start by clarifying roles and responsibilities. Update governing documents, job descriptions, and policies to reflect the board’s oversight role. Provide governance training and workshops to help board members understand and embrace their new roles. Regularly communicate expectations and provide guidance on how the board can effectively support the organization without overstepping.
And take your time. The more ingrained the board, the more time this transition may take.
5. Foster Trust and Build Relationships
Trust is the cornerstone of any successful board-leader relationship. Trust is involved in nearly every organizational challenge. The more the board trusts you, the less operationally involved they should become.
Demonstrate your competence and integrity consistently. Be transparent, accountable, and communicative. Engage in team-building activities that build relationships and trust between the board and the leadership team. Highlight organizational achievements and milestones to reinforce confidence in the leadership team’s capabilities. Trust allows the board to feel comfortable stepping back and letting the leadership team manage day-to-day operations.
Additional Tips for Success
Implement Continuous Improvement Processes
Schedule periodic reviews of the board’s performance and governance practices. Create opportunities for continuous feedback from board members, staff, and other stakeholders to identify areas for improvement. Remember, while the leader is accountable to the board, the leader is charged with leading the board.
Enhance Board Composition and Recruitment
Ensure the board has a diverse range of skills, backgrounds, and perspectives. Develop a robust recruitment and onboarding process for new board members that emphasizes the importance of governance and oversight roles. Board transitions are perfect opportunities to take leaps forward.
Encourage Strategic Focus and Long-Term Thinking
Facilitate regular strategic planning sessions to keep the board focused on long-term goals and vision. Develop and monitor KPIs that align with the strategic plan, helping the board maintain a high-level view of organizational performance. The more board members focus on the future, the less they’ll focus on current operations.
Leverage External Expertise
Engage governance consultants or advisors to provide external perspectives and guidance on best practices. Encourage board members to participate in governance networks, conferences, and workshops to learn from other organizations. I’ve worked with several leaders and boards to help facilitate transitions in understanding and role definition.
Cultivate a Positive Board Culture
Promote a culture of mutual respect, collaboration, and shared values between the board and the leadership team. Recognize and celebrate the board’s contributions and the organization’s successes to reinforce positive behavior and morale.
By following these steps and tips, over time, you can help your board transition from being overly involved in operations to providing the strategic oversight and support that your organization needs. Remember, it’s a process that requires patience, clear communication, and a commitment to building trust and mutual respect. The result will be a more effective and supportive governance structure, ultimately leading to a stronger and more successful organization.
Quotes for Inspiration
- “Leadership is not about being in charge. It’s about taking care of those in your charge.” — Simon Sinek
- “The art of leadership is saying no, not saying yes. It is very easy to say yes.” — Tony Blair
- “A leader takes people where they want to go. A great leader takes people where they don’t necessarily want to go, but ought to be.” — Rosalynn Carter
Resources for Further Learning
- “Governance as Leadership: Reframing the Work of Nonprofit Boards” by Richard P. Chait
- “The Practitioner’s Guide to Governance as Leadership” by Cathy A. Trower
- “Boards That Lead: When to Take Charge, When to Partner, and When to Stay Out of the Way” by Ram Charan
One More Thing…
If you found this helpful, please pass it along to anyone in your circle of influence who would benefit. Most leaders are overwhelmed with daily tasks, leaving little time for innovation, creativity, and strategic growth. Check out gavinadams.com for more leadership content. If you’re not yet a part of the Church Accelerator Community, join us today!
Leading WITH You,
