When Board Members Fail to Govern

(A follow-up to last month’s article – When Board Members Go Too Far)

R. Scott Rodin

In the last issue of The Frank Group enewsletter I wrote about board members who cross boundaries and ‘go too far’ in carrying out their responsibilities.  We received such a strong response that I have been asked to write on the other side of the problem, namely, when board members don’t go far enough.

            As I stated last month, CEOs commonly complain to me that their board is either too involved and micromanaging, or too far removed and somewhat useless.  Or worse, they are uninvolved, uninformed, and still make critical decisions on behalf of the ministry.

            The job requirements for board members should serve both to keep members within boundaries and to set the bar clearly so that all board members may fulfill their full responsibilities.  The seven areas of responsibilities of every board member are:

            1 – Hire, manage, evaluate and support the CEO

            2 – Develop and maintain mission, vision and strategic direction

            3 – Provide fiduciary guidance and direction to ensure solvency and integrity

            4 – Establish, review and amend policies

            5 – Develop and maintain a healthy board that serves the needs of the ministry

            6 – Give cheerfully, generously and first

            7 – Speak and work publicly to further the work of the ministry

            Given this list it is easy to see where many board members fall short.  However, poor board performance is most often a symptom of a deeper concern.  Here are five of these concerns that I see most commonly in ineffective boards.

Board members don’t ‘own’ the mission and vision

If you have ever sat on a board or worked very long with people who do, you know how easy it is to recognize the difference between those who are passionate about the mission and those who are not.  Ownership and passion set our minds in a different sphere as board members.  They bring out the best in us through selflessness, involvement, generosity and commitment.  Often times an underperforming board member has lost his or her passion and ownership for the work and future trajectory of the ministry.  When they do, it is impossible to serve the ministry as a board member, and the passion either needs to be rekindled or its time to move off the board.

Board members lack the understanding of their roles

Not-for-profit board membership is not something we do naturally.  It is a unique and complex calling that requires ongoing education and investment.  Many CEOs have only themselves to blame when they critique their board but have done nothing to ensure the board has been trained and fully educated as to their place and role in support of the ministry.  A clearly articulated job description and list of responsibilities that is signed by every member is a vital first step.  However, these words must be backed up by consistent action that reminds everyone at every meeting of both the boundaries and expectations that come with the job.

Board members don’t make their Board role a priority

Well-intentioned, godly people bog down and cripple boards every day by underestimating (or just living in denial about) the amount of time, talents and treasure the job requires.  This comes through clearly in so many ways: low board attendance, lack of preparation for board meetings, non-involvement in the ministry, poor communication with chair and ministry leadership, late and low financial support.  Every board member will be at a different level of commitment to the ministry, and the ministry will be at varying levels among the priorities of all board members. However, there is a threshold, a minimum set of expectations that requires that every board member place their board membership at a level of priority that allows them to carry out their responsibilities fully in service of the ministry.  Even the most passionate lover of your mission and vision can be a detriment to the board if he or she has not made board membership a priority.

Board members fail to manage and support the CEO

The Board/CEO relationship is one of the most crucial components for a healthy not-for-profit.  Therefore, it should be given the time, attention and resources that reflect its vital role to your ministry.  One the board side, many boards fall short of doing a thorough job of managing and supporting their CEO.  Managing includes 1) regular, clear job performance evaluations, 2) setting clear guidelines, policies and boundaries,  3) agreeing to clear and measurable goals and objectives that define success, 4) appropriate accountability and discipline/corrective action in the face of unacceptable performance, 5) open and honest communication, 6) mutual trust.  Supporting means consistent and appropriate encouragement, involvement by board members and financial rewards for strong performance.  Here is one important rule of thumb – the better the system of evaluation and accountability, the greater the ability to encourage, support and reward.  Encouragement without accountability is hollow.  Accountability without encouragement is cruel.  And both are unbiblical.

Board members lack the spiritual maturity to be part of the leadership of a ministry

This is hard to say but we see it borne out in ineffective boards everywhere we go.  Serving on a board of a Christian ministry is a high and holy calling.  It will plunge members into the thorniest issues and most challenging situations of almost any job imaginable.  We must take serious the enmity of our enemy towards us. And so we should expect that the more effective we are in the work we do the greater the attacks will be.  When ministries face major challenges, they must be able to count on their board to have the spiritual maturity to discern the real problem and to provide that crucial combination of godly governance and spiritual wisdom that is required.  It only takes one or two outspoken but spiritual immature board members to cause conflict and dissention.  Be sure that your board members are spiritually equipped to carry out their board responsibilities in a Christ-like, biblical and Spirit-empowered way.

The Role of the Board Chair

Once again, the importance of the role of the board chair cannot be overstated.  Every chair has the responsibility to meet with board members to assess their ownership of the mission, their understanding of their role, the priority they have given the board in their lives, their commitment to manage and support the CEO and their ability to provide the ongoing spiritual wisdom and discernment necessary for the task.  Board chairs need to spot problems early, discern the best course of action, and move immediately to resolution in order to ensure that the board stays healthy and vital. 

Final Word

In conclusion let me say that no board member is perfect, and every board, no matter how strong, will have some level of conflict.  However, the most effective boards I have worked with were comprised of members who, for the most part, were passionate about the ministry and its mission, understood their role and took serious their responsibilities, placed the ministry among their very highest priorities, made sure the CEO was both managed and supported to the best of their abilities, and brought a deep spiritual maturity and wisdom to the board.  Picking up from last month’s article, they also understood the boundaries of governance and they respected, guarded and defended the CEOs role of managing the organization.

Our prayer and our work is dedicated to the goal that every board chair and every board member is both a blessing to the work of the Kingdom, and is blessed for their faithfulness and service.  Lord, bring to your ministries these kinds of servants for the building of your Kingdom and your glory!