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Diagnose Your Board's Health

By Charles Whelan, Jr.

A Few Thoughts on the Characteristics of A Healthy Board…

The characteristics of a healthy Board give us a better sense of the type of person you want to recruit to your Board. Board members on healthy Boards work collaboratively:

Collectively, they:

• Hire a good leader as CEO and let him or her lead, and they,
  
  
• Think strategically; they are focused on the big picture; they do their homework; they are directional…they have a plan

On healthy Boards, each member:

• Is a knowledgeable advocate for the organization
  
  
• Is personally invested—makes a significant annual gift and, when the time comes, steps forward with a serious and early commitment to the capital campaign
  
  
• Takes on a proactive fundraising role with a personal fundraising goal
  
  
• Is always looking out to attract good people to the organization
  
  
• Contributes advice and skills in thoughtful ways
  
  
• Takes the fiduciary and stewardship roles seriously
  
  
• Brings creativity to the table
  
  
• Suggests fresh ideas—good, workable ideas that can be marshaled into action

…And, Some Characteristics of An Unhealthy Board

Recognizing characteristics that contribute to a dysfunctional Board is the first step on the road to correcting the problem. It is worth noting that these dysfunctions could manifest themselves in the prevailing culture of the Board or they could find voice in a small group of Board members or in an individual Board member. Keep your eyes open for the symptoms:

Confrontational Problem Solving  It is healthy to have a good, freewheeling debate once in awhile—it keeps everyone engaged and thinking—however, routine (or not so routine) problem solving should not require a mini-war each and every time—it’s exhausting and most often counterproductive.

Micro-Management  A Board member who gives directives to staff, communicates with staff “around” the CEO, and generally oversteps the purview of the CEO certainly undermines a healthy relationship between the Board and the CEO. Board members must understand that they are the policy-makers…they set the course and the CEO is responsible for implementing that policy.

“It’s All About the Event”  Overloading a Board with people who are focused on “the Gala” can create a Board that looks, feels and acts more like a Special Events Committee than it does a Board with inherently organization-wide responsibilities. The Board should drive the event; the event should not drive the Board.

The Pillar-to-Post Strategy  All too many organizations operate on a crisis-to-crisis management model. With all the Board’s energy consumed with the crisis du jour, no time is left to address the most important roles of the Board—setting a strategic direction for the organization and assuring its long range financial health.

“I’m Tired and Worn Out”  Some Boards hold seats for people who have been generous with their time, talent and treasure in years past, but who are substantially inactive today. This practice not only uses up a valuable Board seat that could be filled by an active, energetic and contributing member, it sends a counter-productive message to the rest of the Board—“you can be inactive and it’s ok!” It is not ok…find other ways to recognize and engage past leaders.

“It’s Not My Job”  “My contribution is my voluntary time and advice.” We have all heard it. People who are not willing to provide leadership with fundraising do not belong on your Board. Everyone needs to play a proactive role—consistent with their personal means and the breadth of their contacts—in developing new resources for the organization. Nobody likes surprises—Board expectations and responsibilities should be communicated, in very clear terms, and agreed to by each prospective Board Member before they are elected to the Board.

Charles S. Whelan, Jr., President, The Whelan Group, serves as a management and financial advisor to a broad range of educational, cultural and social service organizations.  In the course of his work, Mr. Whelan has helped hundreds of nonprofit organization to shape a new or broader vision for their work, to build stronger and more engaged voluntary Boards, and to develop and implement creative strategies for growth.  Mr. Whelan serves on the Board of several nonprofit organizations that respond to the needs of disadvantaged children and promote peace building in post conflict societies.  For additional information about The Whelan Group, you may visit our website at www.whelangroup.com or send an email to us at: twg@whelangroup.com.  

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