part of my role is a shoulder to cry on!
last year I met the CEO of a small-medium-sized charity who felt utterly disempowered and frustrated; as well as over-worked and, frankly, bullied by some long-time board members.
legacy and founding board members opposed change. for them, the charity was a personal mission and they were the “irreplaceable” standard bearers of the charity’s beating heart. and with no maximum term limits in place, they can block change until they are carried away in a box.
the “change” was a desire to grow unrestricted income. the CEO needed a small capacity-building budget to give its key people the gift of time to build partnerships, fundraise and secure a financially sustainable future.
so it was no surprise to learn of the CEO’s departure.
if your board is resistant to change, lacks the flexibility to adapt and make decisions, and has no plan for financially sustainable growth, its skillset may no longer be relevant. if your board views fundraising as the “dark arts” and someone else’s responsibility then it is definitely in trouble.
a key principle of good governance in the nonprofit sector is for the board to ensure its structure and composition enables it to fulfil its role effectively. and, as the needs of your nonprofit evolve, so too should the skills and competencies of board members.
board members take note: you have a fiduciary duty – that is, a broad legal obligation – to act in the best interests of the charity and its beneficiaries, including to ensure the board has an appropriate mix of skills, expertise, and diversity to guide the charity’s activities.
a well-rounded skills-based board can provide strategic direction and sound governance to help the organisation achieve its mission. all the research shows the link between nonprofit financial performance/effectiveness and strategic contributions from the board is real.
a board skills assessment can help to manage board succession. it will identify their collective strengths but also the gaps in their skills and experience which are needed to manage challenges and grasp opportunities now and into the future.
on a positive note, i’ve also worked with boards that understand the need to adapt to a changing world and want to work on a smooth transition to a skills-based board. this can be done with respect and acknowledgement for the immense voluntary contribution of long-time directors.
if your board is receptive to change, you can start this journey by participating in a free online survey and, once complete, you will receive a confidential summary of the results.
please get in touch if you’d like better charity to help facilitate a respectful discussion about board transition. i’ve been there and I’m a good shoulder to cry on!