The relationship between a Nonprofit Board and staff is essential for organizational success. Clear communication, well-defined roles, and mutual respect are vital in fostering a productive partnership between Board members and nonprofit staff. However, many organizations face challenges with Board and staff alignment in nonprofits, leading to confusion and inefficiency.
Limiting interaction between the two often results in suspicion from the Board that the executive may be withholding information, and resentment from the staff due to lack of access to those making governance decisions. Establishing clear guidelines for what constitutes ‘healthy interactions’ ensures all parties understand their roles and operate within appropriate boundaries.
Let us examine how to define the ‘ideal’ boundaries between the nonprofit Board and staff and methods for an Executive Director to reinforce these boundaries effectively.
Best Practices for Effective Nonprofit Board and Staff Interaction
- Clarify Roles and Responsibilities A common challenge in nonprofit Board and staff dynamics is role confusion. Board members should focus on governance, strategic oversight, and financial accountability, while staff manage daily operations and program execution. Ensuring both groups understand their responsibilities reduces conflicts and strengthens Board and staff collaboration in nonprofits.
- Establish Clear Decision-Making Processes Defining decision-making processes prevents micromanagement and role overlap. An organized approach ensures that nonprofit Board members and staff leadership collaborate effectively without overstepping each other’s responsibilities.
- Foster a Collaborative Culture Encouraging teamwork and mutual respect enhances nonprofit Board and staff engagement. Board members should support staff without overstepping, and staff should leverage the Board’s expertise for strategic growth.
Board Requests to Staff
Board members can request information and reports from staff (such as budget copies or last month’s client statistics report). They should not ask for unprepared reports or assign tasks without the Executive Director’s knowledge and approval. They also should not ‘check-in’ with staff to get their perspective on the organization, as such actions undermine the Executive Director and breed suspicion.
Issues often arise when staff assist Board Committees, such as the Board Gala committee assigning numerous staff tasks. The Executive Director, in collaboration with the Board chair, should agree on the acceptable workload placed on staff for Board activities. These conversations are more manageable if the relationship with the Board chair is solid.
Staff Requests to the Board
For smaller nonprofits in smaller towns, where everyone knows each other, boundaries can be challenging to navigate. Staff may reach out to Board members, whom they know socially, to share ideas or express frustration. Ideally, there should be procedures for staff to follow when they have personnel concerns. The Board should be aware of these procedures and consistently deflect attempts to involve them in personnel disputes. Providing this information during new staff and Board orientation and through ongoing training prevents future issues.
Opportunities for Positive Interactions
Board meetings
According to Nonprofit Pro, one significant difference among nonprofit board meetings is if the organization’s staff are involved. Board meetings are crucial opportunities for the Board and staff to build relationships based on respect. I have dedicated a complete podcast about the role staff should play in Board meetings.
When staff never attend Board meetings, both parties remain uninformed about each other’s work and perspectives. This leads to suspicion and mistrust. When staff attend Board meetings as silent nonparticipants, it can lead to mutual frustration. Board members may either grandstand knowing they have an audience or become self-conscious and not contribute authentically.
Board meetings can deepen understanding and appreciation of the roles of both staff and the Board within the organization.
The Role of Staff in Board Meetings
Board members wish to learn and appreciate what it takes to perform the work. Staff should attend Board meetings as advisors to provide expertise and enhance decision-making. Involving the staff member leading community outreach in discussions or including the finance director when discussing investment policy builds staff morale and reflects positively on the Executive Director.
Having staff present at Board meetings allows them to improve their presentation and public speaking skills, serving to develop a leadership pipeline within the organization. Staff presenting or answering questions should be selected in response to the Board agenda and do not need to remain for the entire meeting.
Create Opportunities for Healthy Interactions
Besides Board and committee meetings, try to deliberately create opportunities for positive interaction between staff and the Board. Hosting agency gatherings, such as annual open houses, soliciting Board attendance for staff appreciation events, or volunteer recognition events are examples of creating spaces where both groups can engage with one another.
Maintaining healthy boundaries grounded in respect and understanding for the unique contributions of both staff and Board requires deliberate intention. Neglecting this can significantly impact on the health and morale of the nonprofit organization.
Final Thoughts on Nonprofit Board and Staff Interaction
A healthy nonprofit Board and staff relationship leads to stronger governance, improved organizational performance, and greater mission impact. By prioritizing communication, training, and clear role definitions, nonprofits can build a thriving partnership between nonprofit Board members and staff leaders.
If you need support in handling your Board and staff, reach out for a thought partner and contact Relish Your Role.