How to get a non-profit board to leave their navels alone?
October 12, 2011 10:06 AM Subscribe
I've just joined a non-profit's board. The board spends an inordinate amount of time navel-gazing, and almost no time actually doing anything. I'm genuinely worried that the institution cannot survive with this form of leadership. As a new member, what are the best strategies for getting the board to act?
As an example, at last night's three-hour meeting, over an hour was spent discussing our intentions. No, this isn't something like, "We intend to buy a professional fund-raising software package and start populating the database with our prior donors." It was "I intend to act with the needs of our children foremost in my mind, with integrity and purity of heart." I suggested that we could all just stipulate that we have good intentions, and move on to addressing the institution's needs. And that started another discussion about whether we should discuss our intentions or not. And that lasted another hour.
At the end of the meeting, the executive director asked for some time to address the fact that the personnel manual promises benefits to part-time employees, but the institution is not providing them and does not intend to. She had a lawyer review the manual, and the lawyer said it needs to be in compliance with actual practice, and pointed out problems in several other areas (discrimination, holiday pay, immigrant work authorization). She was given 60 seconds to make her point, and action on the issue was tabled until next month. (When I say she was given 60 seconds, I mean the president of the board looked at her and said, "Kathy, I know you wanted to raise an issue with the personnel manual. You've got 60 seconds. Go.")
I'm not the president, so I can't just put important things on the agenda and take the woo-woo hand-waving off. I failed last night in getting this kind of discussion to end, and instead succeeded in extending it by objecting to it. I can't leave the board, because the existence of this institution is central my life and happiness. It's my daughter's school, and I absolutely do not want it to fail.
What strategies can you recommend I consider, and avoid?
How can well-meaning but action-phobic people be motivated to act?
What kind of personal tactics can I take to be useful, and not just the antsy new member complaining about the way things are done?
Any and all help will be most appreciated.
As an example, at last night's three-hour meeting, over an hour was spent discussing our intentions. No, this isn't something like, "We intend to buy a professional fund-raising software package and start populating the database with our prior donors." It was "I intend to act with the needs of our children foremost in my mind, with integrity and purity of heart." I suggested that we could all just stipulate that we have good intentions, and move on to addressing the institution's needs. And that started another discussion about whether we should discuss our intentions or not. And that lasted another hour.
At the end of the meeting, the executive director asked for some time to address the fact that the personnel manual promises benefits to part-time employees, but the institution is not providing them and does not intend to. She had a lawyer review the manual, and the lawyer said it needs to be in compliance with actual practice, and pointed out problems in several other areas (discrimination, holiday pay, immigrant work authorization). She was given 60 seconds to make her point, and action on the issue was tabled until next month. (When I say she was given 60 seconds, I mean the president of the board looked at her and said, "Kathy, I know you wanted to raise an issue with the personnel manual. You've got 60 seconds. Go.")
I'm not the president, so I can't just put important things on the agenda and take the woo-woo hand-waving off. I failed last night in getting this kind of discussion to end, and instead succeeded in extending it by objecting to it. I can't leave the board, because the existence of this institution is central my life and happiness. It's my daughter's school, and I absolutely do not want it to fail.
What strategies can you recommend I consider, and avoid?
How can well-meaning but action-phobic people be motivated to act?
What kind of personal tactics can I take to be useful, and not just the antsy new member complaining about the way things are done?
Any and all help will be most appreciated.
You could try to get them to buy into something like policy governance, which helps to make it more clear what is actually a board responsibility and what should be handled by staff in terms of actual day-to-day operations. Without an accepted model of board governance it's impossible to stop jumping back and forth from the big picture to the minutia.
posted by bcwinters at 10:13 AM on October 12, 2011
posted by bcwinters at 10:13 AM on October 12, 2011
How many meetings have you been to? Depending on who's able to attend and who isn't on any particular date, the tone and productivity level of meetings can veer widely. Other times, there just isn't that much to do or discuss, and meetings are more like bonding or sharing sessions.
If this kind of thing bothers you, nonprofit leadership might not be for you.
As the leaders and/or figureheads of an organization, it's expected that you'll play the long game over the short game -- and that's the kind of game where being very introspective about your intentions and expectations (as an individual as well as a group) can be extremely important. I'm not saying what you experienced was a "productive" meeting, but you have much more to gain from hanging around and watching for months -- if not years -- before deciding that what's happening isn't working.
And blanket use of "woo-woo" to dismiss anything you think frivolous/illogical/imaginary isn't exactly going to making you seem like a very insightful or patient listener.
posted by hermitosis at 10:15 AM on October 12, 2011 [3 favorites]
If this kind of thing bothers you, nonprofit leadership might not be for you.
As the leaders and/or figureheads of an organization, it's expected that you'll play the long game over the short game -- and that's the kind of game where being very introspective about your intentions and expectations (as an individual as well as a group) can be extremely important. I'm not saying what you experienced was a "productive" meeting, but you have much more to gain from hanging around and watching for months -- if not years -- before deciding that what's happening isn't working.
And blanket use of "woo-woo" to dismiss anything you think frivolous/illogical/imaginary isn't exactly going to making you seem like a very insightful or patient listener.
posted by hermitosis at 10:15 AM on October 12, 2011 [3 favorites]
Maybe for this organization the good work and leadership is occurring outside of the board meeting for the moment.
This is such a good point. Think about the tangible things you want to accomplish at the school. What do you need from the board to do those things? Hopefully, the answer is very little or nothing. Then all you have to do is come to meetings, smile, and give a 60-second summary of the things you've been accomplishing by leveraging the power you have by being on the board. Chances are, nobody will care that you're off doing your own thing, unless you're stepping on someone else's toes. Like ClaudiaCenter said, you'll be able to see over time how exactly the politics will play themselves out. Welcome to the game of non-profit leadership.
posted by ThePinkSuperhero at 10:18 AM on October 12, 2011
This is such a good point. Think about the tangible things you want to accomplish at the school. What do you need from the board to do those things? Hopefully, the answer is very little or nothing. Then all you have to do is come to meetings, smile, and give a 60-second summary of the things you've been accomplishing by leveraging the power you have by being on the board. Chances are, nobody will care that you're off doing your own thing, unless you're stepping on someone else's toes. Like ClaudiaCenter said, you'll be able to see over time how exactly the politics will play themselves out. Welcome to the game of non-profit leadership.
posted by ThePinkSuperhero at 10:18 AM on October 12, 2011
I've always found that getting my point across works much better if I'm talking to people one-on-one. Can you call people individually at home? "We need this software, because it will be very useful for X, and here's how we should go about it. Can you help push this forward at the next meeting?"
posted by Melismata at 10:20 AM on October 12, 2011
posted by Melismata at 10:20 AM on October 12, 2011
Best answer: Yes, I would agree that calling them fluff-brained ninnys in those or other words is problematic. And hanging back and observing more could also be helpful --- it could be that the meeting you attended was a bit more fluffly than usual.
But if it is as you describe, you'll have to concern-troll it, it's the only way. Couch your practical concerns in emotional language and emphasize their effect on you personally and the "negative atmosphere" or morale problems you see as a potential consequence. Make sure to stress that your concerns come from a place of caring. At the next meeting, for example, you could open with, "you know, I've been a little hesitant to bring this up, but something N said has at the last meeting has just been worrying me a lot and I wonder if we could talk about it --- I just feel like this issue with the handbook might be creating these expectations with the staff that aren't being met, and I'm worried that could create some negativity, and I feel like we need to talk about how to address that."
As opposed to "holy shit, that language creates some huge legal liabilities that could put all our asses in a sling, we need to get on this, stat."
Or in other, more polite language, the idea is that frustrating as it can be for the more practically minded type of person, when you're dealing with people who approach problems from a feeling-intuitive place if you want to influence their thinking you need to you need to reframe the issues into feeling-intuitive language.
posted by Diablevert at 10:32 AM on October 12, 2011 [2 favorites]
But if it is as you describe, you'll have to concern-troll it, it's the only way. Couch your practical concerns in emotional language and emphasize their effect on you personally and the "negative atmosphere" or morale problems you see as a potential consequence. Make sure to stress that your concerns come from a place of caring. At the next meeting, for example, you could open with, "you know, I've been a little hesitant to bring this up, but something N said has at the last meeting has just been worrying me a lot and I wonder if we could talk about it --- I just feel like this issue with the handbook might be creating these expectations with the staff that aren't being met, and I'm worried that could create some negativity, and I feel like we need to talk about how to address that."
As opposed to "holy shit, that language creates some huge legal liabilities that could put all our asses in a sling, we need to get on this, stat."
Or in other, more polite language, the idea is that frustrating as it can be for the more practically minded type of person, when you're dealing with people who approach problems from a feeling-intuitive place if you want to influence their thinking you need to you need to reframe the issues into feeling-intuitive language.
posted by Diablevert at 10:32 AM on October 12, 2011 [2 favorites]
Best answer: Having been both a member and a president of a non-for-profit entity's board, I can tell you that it is incredibly difficult to change the way the meeting works when you aren't the president. And it's incredibly easy to do it when you are the president.
That sounds like an incredibly annoying meeting and I think I would be feeling pretty stir-crazy after about 20 min of such navel-gazing. However, I would shut up about the way the meeting is run until you have been there for a while and understand the existing norms. Make friends, lead committees, and impress people with your work and maybe you can be elected president someday. (Unless this is one of those organizations where leadership positions go to people who donate a lot of money, which is a whole other ball of wax.)
It's time for you to observe for a little while, so that you can be more effective a little later rather than pissing a bunch of people off, right off the bat. Don't rock the boat until you fully understand its heading. Specifically, I would not make recourse to Robert's Rules of Order if that's not what people usually do, and I would not bring up the employee benefits issue yourself unless it seems like the end of the next meeting is approaching and nothing is happening.
Just for the avoidance of doubt: I don't think you need to be resigned to the way things are now until you have a chance to become president, but I think you should wait a little while before trying to change it.
posted by grouse at 10:43 AM on October 12, 2011 [1 favorite]
That sounds like an incredibly annoying meeting and I think I would be feeling pretty stir-crazy after about 20 min of such navel-gazing. However, I would shut up about the way the meeting is run until you have been there for a while and understand the existing norms. Make friends, lead committees, and impress people with your work and maybe you can be elected president someday. (Unless this is one of those organizations where leadership positions go to people who donate a lot of money, which is a whole other ball of wax.)
It's time for you to observe for a little while, so that you can be more effective a little later rather than pissing a bunch of people off, right off the bat. Don't rock the boat until you fully understand its heading. Specifically, I would not make recourse to Robert's Rules of Order if that's not what people usually do, and I would not bring up the employee benefits issue yourself unless it seems like the end of the next meeting is approaching and nothing is happening.
Just for the avoidance of doubt: I don't think you need to be resigned to the way things are now until you have a chance to become president, but I think you should wait a little while before trying to change it.
posted by grouse at 10:43 AM on October 12, 2011 [1 favorite]
Best answer: Do you know what your fiduciary position is within this board? And what I really mean is, does the board understand its fiduciary responsibilities? This is a huge deal - just have a little read about RIM at the moment if you want a better understanding on how things can go pear shaped and land with a board.
As a board member you have the obligation to speak your mind and you objections within the board forum but if a vote is passed, even if you voted against what ever item is passed you must support the decision of the board or resign.
Now that is the opener to how you could move forward. As you are newer, it is reasonable that you ask to spend some time with the Board Chair to better understand how the board has functioned over time. You should have a clear understanding of previous strategic plans, vision, mission, goals and performance measurement. Speak specifically with the Chair about how performance has been measured against the strat plan and how they would know as a board that the organization is moving in the direction of its vision and mission. Do they have quarterly reporting on statistics other than financial data. What quality reporting/balanced score card reporting exists.
If you are in the position of being a newer non profit where there is not a strat plan, vision, mission or goals then you need to ask what the plan is to get this done. If you get answers that are not satisfactory you need to ask yourself if this is an organization for which you would like to be a board member!
You should also ask the Board Chair what tools the board uses to evaluate their performance and how are performance problems with the board as a whole or its members addressed.
There are a number of useful internet sites that will help you better understand governance processes - as I don't know what type of non profit you are in I will refrain from suggesting a particular one. Your entire board may benefit from training on board responsibilities and strategic planning. In Health Care the Institute for Health Care Improvment in the US provides excellent training for board members - I presume there must be something for non profits. You could also contact other non profits in your industry to see what tools they have in place and how they have been successful. You must do this in a way that is supportive of the board chair and includes them - it's simply the right thing to do and will have you working in a supportive can collaborative way.
Your ability to analyse what is being said and done at these meetings is important - I hope you are able to find a way to understand the culture of the organization and be an agent of change. Too many boards are not performing as well as they should.
posted by YukonQuirm at 10:48 AM on October 12, 2011 [4 favorites]
As a board member you have the obligation to speak your mind and you objections within the board forum but if a vote is passed, even if you voted against what ever item is passed you must support the decision of the board or resign.
Now that is the opener to how you could move forward. As you are newer, it is reasonable that you ask to spend some time with the Board Chair to better understand how the board has functioned over time. You should have a clear understanding of previous strategic plans, vision, mission, goals and performance measurement. Speak specifically with the Chair about how performance has been measured against the strat plan and how they would know as a board that the organization is moving in the direction of its vision and mission. Do they have quarterly reporting on statistics other than financial data. What quality reporting/balanced score card reporting exists.
If you are in the position of being a newer non profit where there is not a strat plan, vision, mission or goals then you need to ask what the plan is to get this done. If you get answers that are not satisfactory you need to ask yourself if this is an organization for which you would like to be a board member!
You should also ask the Board Chair what tools the board uses to evaluate their performance and how are performance problems with the board as a whole or its members addressed.
There are a number of useful internet sites that will help you better understand governance processes - as I don't know what type of non profit you are in I will refrain from suggesting a particular one. Your entire board may benefit from training on board responsibilities and strategic planning. In Health Care the Institute for Health Care Improvment in the US provides excellent training for board members - I presume there must be something for non profits. You could also contact other non profits in your industry to see what tools they have in place and how they have been successful. You must do this in a way that is supportive of the board chair and includes them - it's simply the right thing to do and will have you working in a supportive can collaborative way.
Your ability to analyse what is being said and done at these meetings is important - I hope you are able to find a way to understand the culture of the organization and be an agent of change. Too many boards are not performing as well as they should.
posted by YukonQuirm at 10:48 AM on October 12, 2011 [4 favorites]
Been there, done that. Many people are on the board for ego reasons--they want to be "a person on a non-profit board."
How to address? First, annual contribution requirements, say $1,500. You need to bring that in, be it via your donations or those of others. Second, you need to have parlimentary procedure. Have a hard agenda, and stick to it. I'd take the Board President aside and tell them you'd like to see more practical focus and shorter discussions on the touchy-feely stuff.
All this is from 3 years experience as Board President of a arts non-profit offering direct services to underserved populations.
posted by Ironmouth at 10:51 AM on October 12, 2011 [3 favorites]
How to address? First, annual contribution requirements, say $1,500. You need to bring that in, be it via your donations or those of others. Second, you need to have parlimentary procedure. Have a hard agenda, and stick to it. I'd take the Board President aside and tell them you'd like to see more practical focus and shorter discussions on the touchy-feely stuff.
All this is from 3 years experience as Board President of a arts non-profit offering direct services to underserved populations.
posted by Ironmouth at 10:51 AM on October 12, 2011 [3 favorites]
If your board is raising bunches of money, leave well enough alone. Some of those windbags may be moneybags as well, and could have earned the privilege of hearing the sound of their own voice at length, however bored you are.
If not, making the executive director board president would be a vast improvement.
In any case, I'd suggest sitting down with your ED and trying to forge a partnership with her-- basically asking her what she needs and how you could use your position on the board to help her get it. By one of life's happy little coincidences, that would probably get your own agenda its fairest hearing, too.
posted by jamjam at 10:59 AM on October 12, 2011 [2 favorites]
If not, making the executive director board president would be a vast improvement.
In any case, I'd suggest sitting down with your ED and trying to forge a partnership with her-- basically asking her what she needs and how you could use your position on the board to help her get it. By one of life's happy little coincidences, that would probably get your own agenda its fairest hearing, too.
posted by jamjam at 10:59 AM on October 12, 2011 [2 favorites]
Best answer: Years ago, I attended a board training session that opened with this text laserprinted onto an overhead projector transparency (I told you it was years ago):
Effective governance by a community board is a rare and unnatural act.
Most boards are like what you've described, and realistically, only the board chair / president is in a position to change this. You don't get to be the board chair or president by pushing the board to actually do something, you get there by being the person who takes on tasks and delivers, and tries to find the consensus or threads in disparate conversations without cutting people off. And strategically, as a new board member, you really shouldn't play any cards at all for the first year. These things are glacial, and if you're committed to changing the board culture, it's critical that you look on that project as something that will take 5 years and could slide back at any time.
Simply put, most people serving on community boards are terrible at it. That hamstrings your ability to change the culture single-handedly, and if you set your sights on rapid change, you'll burn out quickly and they'll be right where they already are.
Alliances, or rather affiliances, are critical strategically and you'll want to watch carefully for signs of frustration or discontent like you're feeling to see if you can slowly build a core group offline that wants to make a change. But a coup won't work, especially not on a large board.
Tactically, is there an agenda produced before the meeting? Does the agenda have new business, old business, etc? And are there times associated with each agenda item? Open-ended discussions are not a good use of anyone's time and you probably have an angle because nobody likes a 3-hour meeting about nothing. So if you want to burn your nascent capital now, you could push for a timetable for meetings that is adhered to, but that's a quick way to earn the ire of the board chair who ought to be doing those things.
So, take on things no-one else wants to do and deliver succinctly; sometimes the only thing you can do in these situations is repeatedly model effective behavior and hope that the other board members see a glimmer of light. Keep your expectations low and you can avoid being too antsy or pushy and blowing your opportunity to affect change. Hope that helps!
posted by ulotrichous at 11:11 AM on October 12, 2011 [5 favorites]
Effective governance by a community board is a rare and unnatural act.
Most boards are like what you've described, and realistically, only the board chair / president is in a position to change this. You don't get to be the board chair or president by pushing the board to actually do something, you get there by being the person who takes on tasks and delivers, and tries to find the consensus or threads in disparate conversations without cutting people off. And strategically, as a new board member, you really shouldn't play any cards at all for the first year. These things are glacial, and if you're committed to changing the board culture, it's critical that you look on that project as something that will take 5 years and could slide back at any time.
Simply put, most people serving on community boards are terrible at it. That hamstrings your ability to change the culture single-handedly, and if you set your sights on rapid change, you'll burn out quickly and they'll be right where they already are.
Alliances, or rather affiliances, are critical strategically and you'll want to watch carefully for signs of frustration or discontent like you're feeling to see if you can slowly build a core group offline that wants to make a change. But a coup won't work, especially not on a large board.
Tactically, is there an agenda produced before the meeting? Does the agenda have new business, old business, etc? And are there times associated with each agenda item? Open-ended discussions are not a good use of anyone's time and you probably have an angle because nobody likes a 3-hour meeting about nothing. So if you want to burn your nascent capital now, you could push for a timetable for meetings that is adhered to, but that's a quick way to earn the ire of the board chair who ought to be doing those things.
So, take on things no-one else wants to do and deliver succinctly; sometimes the only thing you can do in these situations is repeatedly model effective behavior and hope that the other board members see a glimmer of light. Keep your expectations low and you can avoid being too antsy or pushy and blowing your opportunity to affect change. Hope that helps!
posted by ulotrichous at 11:11 AM on October 12, 2011 [5 favorites]
Response by poster: Some background: I've been to half a dozen meetings. This is the norm with this board. I've been on three boards. This is the only board of the three suffering from this problem; the others get things done. The board is not raising enough money to meet operating expenses, there is no endownment, the school is cutting programs and losing families, the school has faced serious compliance issues recently, and all of this is what motivated me to join. I love this school, and genuinely like these people. I don't want to hurt them. But I fear for the institution, genuinely.
Favorite advice so far:
- advocate for board training
- form side alliances based on common concerns and styles
- work on my own to accomplish what I can
- lead by example, i.e. by accomplishing
- use emotional language to say the same thing I think of in practical terms, so I'm heard
- ask for regular reports, ostensibly so I can get up to speed, but largely to push the board to create them
posted by Capri at 11:17 AM on October 12, 2011
Favorite advice so far:
- advocate for board training
- form side alliances based on common concerns and styles
- work on my own to accomplish what I can
- lead by example, i.e. by accomplishing
- use emotional language to say the same thing I think of in practical terms, so I'm heard
- ask for regular reports, ostensibly so I can get up to speed, but largely to push the board to create them
posted by Capri at 11:17 AM on October 12, 2011
i have some experience with being on a non-profit board, but it's a different kind of organization.
if i were you, i'd bail while i still had the chance, start looking for other school to put your kids in after the winter break. but that's not your question.
your school sounds very dysfunctional. if there was enough money to go around it wouldn't be such a pressing issue. like, as long as the ship is on course, it's ok if no one's at the wheel.
but it doesn't sound like that's the case. it sounds like there is a huge cultural problem with the board, and that you're not in a position of power to make changes. it sounds like your organization is close to failing, and the leadership is not able to make the changes necessary to avoid failure. if you want to make it work you're facing a up-hill battle.
start making alliances. i know that sounds so dramatic, but i mean talk to people one-on-one, find people who agree with you. if you can get enough together, basically stage a coup d'état. of course, qualified by staying within the bounds of the rules of your organization, US laws, and morality. even if you do it the right way, you may feel icky and loose some friends in the process. you have to ask yourself if it's worth it.
i don't know how you can save your organization without organizing with people who agree with you, and then as a group trying to change the leadership.
posted by cupcake1337 at 11:32 AM on October 12, 2011
if i were you, i'd bail while i still had the chance, start looking for other school to put your kids in after the winter break. but that's not your question.
your school sounds very dysfunctional. if there was enough money to go around it wouldn't be such a pressing issue. like, as long as the ship is on course, it's ok if no one's at the wheel.
but it doesn't sound like that's the case. it sounds like there is a huge cultural problem with the board, and that you're not in a position of power to make changes. it sounds like your organization is close to failing, and the leadership is not able to make the changes necessary to avoid failure. if you want to make it work you're facing a up-hill battle.
start making alliances. i know that sounds so dramatic, but i mean talk to people one-on-one, find people who agree with you. if you can get enough together, basically stage a coup d'état. of course, qualified by staying within the bounds of the rules of your organization, US laws, and morality. even if you do it the right way, you may feel icky and loose some friends in the process. you have to ask yourself if it's worth it.
i don't know how you can save your organization without organizing with people who agree with you, and then as a group trying to change the leadership.
posted by cupcake1337 at 11:32 AM on October 12, 2011
Best answer: How long 'til the next meeting? Start working now to make it a productive meeting. It'll be most productive if the board just rubber stamps a bunch of items they've already verbally committed to individually.
Take this list to each board member individually, starting with the president and the ED.
- The board is not raising enough money to meet operating expenses,
- there is no endownment,
- the school is cutting programs and losing families,
- the school has faced serious compliance issues recently,
- personnel manual must be gotten into compliance.
Work the issues every day! Even if it's just 30 mins a day. Meet them each in person if possible, otherwise phone, then email. Meet 'em for lunch, for coffee. If they can't meet because they workout during that time, ask if they'll go for a walk along the river with you during that time.
posted by at at 12:25 PM on October 12, 2011 [2 favorites]
Take this list to each board member individually, starting with the president and the ED.
- The board is not raising enough money to meet operating expenses,
- there is no endownment,
- the school is cutting programs and losing families,
- the school has faced serious compliance issues recently,
- personnel manual must be gotten into compliance.
Work the issues every day! Even if it's just 30 mins a day. Meet them each in person if possible, otherwise phone, then email. Meet 'em for lunch, for coffee. If they can't meet because they workout during that time, ask if they'll go for a walk along the river with you during that time.
posted by at at 12:25 PM on October 12, 2011 [2 favorites]
Best answer: > I'm not the president, so I can't just put important things on the agenda and take the woo-woo hand-waving off
I've been on non-profit boards, including one for a school, and the agenda is e-mailed out a few days to a week before the meeting to give all board members an opportunity to add items. I couldn't take somebody's annoying item off but I can add them.
Our agendas always have times on them. If I wanted to discuss an item I would send it to the Secretary, saying something like "I would like to discuss XYZ, it should take us about 10 minutes" and the Secretary would make sure it was on there. The President or the Chair is in charge of making sure we stick more or less to our schedule.
Do you not have a written agenda? If there is, can you suggest that it be circulated ahead of time, with times on it? You could include an example from one of your other boards (or I could send you one of mine from the school board, if you want -- it's cheerful and non-intimidating for the woo-wooers).
How about your minutes: do they exist? If so, do they have "action items" at the end, with owners for each item? Having a written To Do list might help get people focused.
posted by The corpse in the library at 1:27 PM on October 12, 2011
I've been on non-profit boards, including one for a school, and the agenda is e-mailed out a few days to a week before the meeting to give all board members an opportunity to add items. I couldn't take somebody's annoying item off but I can add them.
Our agendas always have times on them. If I wanted to discuss an item I would send it to the Secretary, saying something like "I would like to discuss XYZ, it should take us about 10 minutes" and the Secretary would make sure it was on there. The President or the Chair is in charge of making sure we stick more or less to our schedule.
Do you not have a written agenda? If there is, can you suggest that it be circulated ahead of time, with times on it? You could include an example from one of your other boards (or I could send you one of mine from the school board, if you want -- it's cheerful and non-intimidating for the woo-wooers).
How about your minutes: do they exist? If so, do they have "action items" at the end, with owners for each item? Having a written To Do list might help get people focused.
posted by The corpse in the library at 1:27 PM on October 12, 2011
Best answer: Boards are funny things. What you describe is, unfortunately, not unusual. A few years back, I sat on a non-profit board that was effectively dysfunctional and meetings were largely pro forma; the real decisions got made by a subset of people on the Executive Committee of the board with some input by other board committees. Because of my background in business and finance, I was asked to join several of these committees, and I took the work seriously. Among other things, I stumbled upon problems with the way the charter and by-laws of the organization's newly established foundation had been written (i.e., there were significant conflicts between what they wanted to do with the money and the freedom they presumed to have, but didn't legally have, in doing so). Consequently, it got interesting. Things got straightened out properly in the end, but to my chagrin I learned that non-profit politics are really no different than corporate-america politics, and for that I want to be paid. So I think it will be a while before I stick my toe in the non-profit pool again.
However, I wanted to chime in today because I stumbled upon a book at the library yesterday that you might find helpful: The Nonprofit Board Answer Book.
Good luck!
posted by cool breeze at 3:22 PM on October 12, 2011 [1 favorite]
However, I wanted to chime in today because I stumbled upon a book at the library yesterday that you might find helpful: The Nonprofit Board Answer Book.
Good luck!
posted by cool breeze at 3:22 PM on October 12, 2011 [1 favorite]
Board members of a non-profit are generally ultimately responsible for any obligation an organization may incur, and boards therefore almost always insure themselves fairly heavily to shield their members.
Make sure your board has such an insurance policy and that it's paid up and adequate to protect you.
posted by jamjam at 3:29 PM on October 12, 2011
Make sure your board has such an insurance policy and that it's paid up and adequate to protect you.
posted by jamjam at 3:29 PM on October 12, 2011
Can you effect a coup? Recruit some other task-oriented people to the board, or to serve on strategically tasked committees, and slowly, over time, phase the old guard out?
posted by bq at 5:00 PM on October 12, 2011
posted by bq at 5:00 PM on October 12, 2011
Speaking as former employee of a non-profit, all I can say is that this basically confirms my understanding of what the board did.
The board, I always thought, was more about steering, and of course hiring the CEO; the CEO and his Veeps were the ones who do all the day-to-day running, and they're empowered to make the management decisions (i.e. buy new db software). The Board's job *is* to create the organization's mission, to direct expansion and contraction (deciding how much to cut from payroll via layoffs, not electing who gets laid off), and to make strategic decisions, like should they spend money on new software vs. creating new programs or whatnot.
The board has their employee, the president, and they need to keep him accountable for the failures of the organization, and credit him (and themselves) with its successes.
posted by Sunburnt at 5:36 PM on October 12, 2011
The board, I always thought, was more about steering, and of course hiring the CEO; the CEO and his Veeps were the ones who do all the day-to-day running, and they're empowered to make the management decisions (i.e. buy new db software). The Board's job *is* to create the organization's mission, to direct expansion and contraction (deciding how much to cut from payroll via layoffs, not electing who gets laid off), and to make strategic decisions, like should they spend money on new software vs. creating new programs or whatnot.
The board has their employee, the president, and they need to keep him accountable for the failures of the organization, and credit him (and themselves) with its successes.
posted by Sunburnt at 5:36 PM on October 12, 2011
To add to the list of good advice (on a closer read above, I see I'm repeating some):
- +1 to "coup;" find other people who want to get things done
- use 60 seconds to get your issue on the table and the board to approve your taking the lead then get the work done in a subcommittee
- ask for (and abide by) fixed start/stop times an if possible, an agenda with times on it (you can frame the request for a solid agenda as a "we need to be sure everyone's voice is heard" inclusivity issue, and then volunteer to be the timekeeper)
Honestly, it sounds like you guys have bigger problems than the board meeting format. To me that makes recruiting smart and effective new board members an even higher priority.
posted by salvia at 7:26 PM on October 12, 2011
- +1 to "coup;" find other people who want to get things done
- use 60 seconds to get your issue on the table and the board to approve your taking the lead then get the work done in a subcommittee
- ask for (and abide by) fixed start/stop times an if possible, an agenda with times on it (you can frame the request for a solid agenda as a "we need to be sure everyone's voice is heard" inclusivity issue, and then volunteer to be the timekeeper)
Honestly, it sounds like you guys have bigger problems than the board meeting format. To me that makes recruiting smart and effective new board members an even higher priority.
posted by salvia at 7:26 PM on October 12, 2011
You don't really say much about the ED - many Executive Directors build successful organizations despite their board, not because of them, and many run the organizations they work for, for better or for worse, with little actual input from above.
If you really do just want the organization to succeed, and think the ED has the potential to make it happen, become their ally. Talk to them directly, find out what they need, and take on supporting tasks or help them do it. Many organizations have been saved or at least held together by a good ED with one or two supportive board members.
If the ED is not strong, or the organization is set up to ensure that they don't have the power they need to succeed, then this sounds very much like a sinking ship. Unless you have couple of allies willing to help you stage a board coup (a very messy proposition), you're better off cutting your losses.
posted by scrute at 10:26 PM on October 12, 2011
If you really do just want the organization to succeed, and think the ED has the potential to make it happen, become their ally. Talk to them directly, find out what they need, and take on supporting tasks or help them do it. Many organizations have been saved or at least held together by a good ED with one or two supportive board members.
If the ED is not strong, or the organization is set up to ensure that they don't have the power they need to succeed, then this sounds very much like a sinking ship. Unless you have couple of allies willing to help you stage a board coup (a very messy proposition), you're better off cutting your losses.
posted by scrute at 10:26 PM on October 12, 2011
One simple thing is that you could ask for administrative actionable items go first on the agenda. If there are committees for each subject, than the committee chair could lead the discussion through their section. So a sample agenda could be:
Admin/Business Items
Fundraising/Event related Items
Legal (closed or open session as needed)
If there are larger philosophical or strategic plan related discussions that need to be had, you may want to consider a board retreat or set aside time for strategic planning. If possible, try for a consultant that specializes in motivating boards and check their references to see if other boards have felt it was a good investment.
If you do a strategic planning sessions don't leave the without setting winnable, measurable goals that you can then break down into smaller components. Then volunteer to lead the projects you care the most about and leave the navel gazers in their navel gazing committee.
Such as: Need new equipment for gym by January>
Research cost of new equipment >
Research if goal is achievable within timeframe needed >
If it seems achievable, set goal to raise $X by XYZ date>
>Plan end of year appeal mailing: ED to draft mailing by Y date, board to send prospects to staff by Z date with goal to send all appeals by Q date, each board member to submit X number of prospects
>Plan for board to present equipment and get their egos stroked so they are motivated to raise more
Don't need to make things personal, be polite and firm but if you find yourself in the weeds, remind people XYZ is left on the agenda that we need to address tonight and we only have X amount of time left. Since we have already spent X amount of time on this item, could we table it for another time?
Do you use parlimentary procedure in your meetings? Just curious. If you do, having a better understanding of how it works could help you.
As a parent you already have many of the skills you need to make this board work!
posted by dottiechang at 2:48 AM on October 13, 2011
Admin/Business Items
Fundraising/Event related Items
Legal (closed or open session as needed)
If there are larger philosophical or strategic plan related discussions that need to be had, you may want to consider a board retreat or set aside time for strategic planning. If possible, try for a consultant that specializes in motivating boards and check their references to see if other boards have felt it was a good investment.
If you do a strategic planning sessions don't leave the without setting winnable, measurable goals that you can then break down into smaller components. Then volunteer to lead the projects you care the most about and leave the navel gazers in their navel gazing committee.
Such as: Need new equipment for gym by January>
Research cost of new equipment >
Research if goal is achievable within timeframe needed >
If it seems achievable, set goal to raise $X by XYZ date>
>Plan end of year appeal mailing: ED to draft mailing by Y date, board to send prospects to staff by Z date with goal to send all appeals by Q date, each board member to submit X number of prospects
>Plan for board to present equipment and get their egos stroked so they are motivated to raise more
Don't need to make things personal, be polite and firm but if you find yourself in the weeds, remind people XYZ is left on the agenda that we need to address tonight and we only have X amount of time left. Since we have already spent X amount of time on this item, could we table it for another time?
Do you use parlimentary procedure in your meetings? Just curious. If you do, having a better understanding of how it works could help you.
As a parent you already have many of the skills you need to make this board work!
posted by dottiechang at 2:48 AM on October 13, 2011
Response by poster: Fabulous help offered here. After pondering these answers for a while, I've decided to:
1. Take on projects on my own. I'll research the issue, write up a memo to the board, and ask the Pres and ED to review the memo before forwarding it to the whole board. I don't want them to feel that I'm going over their heads. The memo will contain my analysis of the problem, suggested solutions, and specific questions I'd like the board to answer -- some with policy analysis, some with Yes or No votes.
This should (a) get things done, and (b) demonstrate how things should get done. I've already done this once and it worked magically. I don't know why it didn't occur to me to just keep doing this.
2. Recruit new members to join the board. I've already asked one friend who is a small-business owner, and he expressed an inability to work with navel-gazers. I asked him to help me avert their gaze from the navels, and with that as his mission he agreed to apply for board membership. Having him specifically on task for this will help. There are two or three current members who I think will join us if it starts to look like a winning move.
3. Do some of the work outside of the board, in my role as parent. Just leave the board out entirely where I think it's legal and feasible. There are other parents/volunteers who are capable of handling some of these things too, and I can go through the administration to get some of this work done. Working with the ED and other administrative staff should ease some of the work on the board's plate, making it easier for the board to meet its responsibilities, or at least give it more time to ponder the meaning of life.
4. Gently press for a cultural change. Whenever I think I can say it gently, I'll mention how important action is for the school, and that our personal commitment is only doubted when we fail to act. I've been pushing for better communication to the community at large as well, and that has resulted in moderate change, and the board has promised more. I'm hoping that the community itself will also pressure the board to get more done, the joining me in the press for change.
This community's feedback has been very helpful for me, and will hopefully improve a small private school for all of the children and teachers. Thank you for reaching out and supporting us.
posted by Capri at 1:00 PM on October 13, 2011 [1 favorite]
1. Take on projects on my own. I'll research the issue, write up a memo to the board, and ask the Pres and ED to review the memo before forwarding it to the whole board. I don't want them to feel that I'm going over their heads. The memo will contain my analysis of the problem, suggested solutions, and specific questions I'd like the board to answer -- some with policy analysis, some with Yes or No votes.
This should (a) get things done, and (b) demonstrate how things should get done. I've already done this once and it worked magically. I don't know why it didn't occur to me to just keep doing this.
2. Recruit new members to join the board. I've already asked one friend who is a small-business owner, and he expressed an inability to work with navel-gazers. I asked him to help me avert their gaze from the navels, and with that as his mission he agreed to apply for board membership. Having him specifically on task for this will help. There are two or three current members who I think will join us if it starts to look like a winning move.
3. Do some of the work outside of the board, in my role as parent. Just leave the board out entirely where I think it's legal and feasible. There are other parents/volunteers who are capable of handling some of these things too, and I can go through the administration to get some of this work done. Working with the ED and other administrative staff should ease some of the work on the board's plate, making it easier for the board to meet its responsibilities, or at least give it more time to ponder the meaning of life.
4. Gently press for a cultural change. Whenever I think I can say it gently, I'll mention how important action is for the school, and that our personal commitment is only doubted when we fail to act. I've been pushing for better communication to the community at large as well, and that has resulted in moderate change, and the board has promised more. I'm hoping that the community itself will also pressure the board to get more done, the joining me in the press for change.
This community's feedback has been very helpful for me, and will hopefully improve a small private school for all of the children and teachers. Thank you for reaching out and supporting us.
posted by Capri at 1:00 PM on October 13, 2011 [1 favorite]
This thread is closed to new comments.
posted by ClaudiaCenter at 10:12 AM on October 12, 2011