Effective executive directors need strong board support
Running a not-for-profit
can be difficult even in the best of times. But when times are tough, the
stress of the executive director's job can be crushing. It's no wonder that
idealism often gives way to burnout.
That's where the board comes in. It can
be an important buffer against the pressures facing the chief executive.
Here are some ways the board can underscore its commitment to supporting the
executive director:
Observe the rules of the relationship. Many
problems between boards and executive directors stem from confusion about roles
and responsibilities - confusion that can be avoided. The board has very specific
duties that are distinct from the executive director's — in essence, the board
governs and the director manages.
Still, every not-for-profit needs written guidelines
defining the roles of both parties. Executive directors may also need
to help board members, particularly new ones, understand ways in which they
can be supportive.
Provide additional resources. Every executive director
has a wish list, although it may be impossible to realize. But they also
have relatively simple needs that boards can help them meet. For instance,
they may want more management or administrative assistance, maybe to complete
a short-term project or prepare for an event.
Offer to assist. Sometimes a
board member can help out - perhaps by taking the initiative to contact a
foundation about a grant application or organizing a fund-raiser such as a
golf tournament.
Another way to provide assistance is to authorize a temporary
worker for extra administrative support. When feasible, board members should
go the extra mile to offer targeted resources that can help smooth over the
rough patches.
Allow the executive director to shape
— but not control — the agenda. Boards will want to
give the executive director ample opportunity to guide the board to a true
governance role by helping determine the issues the board should address.
Although boards want to guard against being just
an audience or a rubber stamp, they should recognize that executive directors
are close to the organization's needs and that most have its best interests
at heart.
So while boards don't want to completely relinquish the agenda
to their executive director, they do want to ensure that they get input
from the executive. Otherwise, the relationship will seem more like a subordinate
one than a partnership.
Help find solutions. Boards should create an environment
that invites the executive director to seek the board's help when he
or she doesn't have time to solve a problem or simply can't solve it alone.
The executive director's satisfaction with the board will ultimately depend
on whether he or she feels that its members willingly and effectively step
up to the plate when needed.
Provide development opportunities. Although
budgets are tight, try to offer your executive director formal and informal
opportunities for professional development and networking. Activities such
as attending conferences,
participating in professional groups and taking courses all tend to have a revitalizing
effect, enabling one to return to the job with fresh insights and renewed enthusiasm.
Not surprisingly, surveys have found that the board
is a key factor in how satisfied executive directors are with their positions
and also how long they stay in them. Boards will want to do their part, therefore,
to be as supportive as possible, both personally and professionally.
In turn,
executive directors owe it to their boards to maintain open communication
and to call upon them when help is needed.
These publications are distributed with the understanding
that the author, publisher and distributor are not rendering legal,
accounting or other professional advice or opinions on specific facts
or matters, and, accordingly, assume no liability whatsoever in connection
to its use.
