Seven steps for maximizing Board and Staff Effectiveness within Non-Profit Organizations
1.
Understanding the Organization – the mission statement, the personality; the day-to-day operation
2. Establishing and maintaining an effective communication system – This includes not just communication with each other but how information is disseminated both
to the Board and to the membership. How can this happen? By establishing a good rapport with the Board. And this requires
Senior Staff learning to respect members of the Board; respect for their talents, their expertise that they bring to the table,
their experience, and their perspective on various issues and concerns. When respect between and among Senior Staff and the
Board is mutual, honest and open, communication follows. Without such respect, communication channels become strained, opening
the door for mistrust and misperceptions.
Often we see Senior Staff that prefers having the ability to manage activities with
minimal review by its Board. Sometimes, Boards delegate those wishes to Senior Staff. But a word of caution; with each degree
of independence so given, an equal degree of responsibility is assumed by Staff. If mistakes happen, Staff is held solely
responsible. Is that something that a Board wishes to delegate? Conversely, for each success achieved, a Board can assume
credit and rightfully so. Why? The Board established the policy granting Senior Staff the authority to pursue Board directives.
An interesting dilemma.
Senior Staff's leadership and communication systems need to be developed that
satisfies all involved. Senior Staff and the Organization President need regular contact to provide updates. Each must be
communicating issues and concerns. Each must be actively listening and responding to what is being said. Each are partners
trying to make the Organization a vibrant, caring community.
One caveat. Board/Staff relations are not static.
This relationship, as previously discussed changes with changes in Staff, with changes in lay leadership. Changes in lay leadership
causes changes in the dynamics of Senior Staff to lay leadership. For Senior Staff to succeed, they must understand this and
be able to adapt to those changes.
3. Educating Board members regarding Board and Staff Roles and Responsibilities - In most instances, newly elected Board members are long standing and active constituents of the organization. However,
in their newly elected position they will need more detailed information regarding the organization's policies and procedures.
In addition, they may very well require additional education or specialized orientation in order to fulfill their role as
a new leader. There are several aspects that Staff and officers need to implement:
a. Board Orientation – Many organizations regularly schedule an orientation for
new Board members. Why? Without a thorough explanation of the roles and responsibilities of a Board member, new members will
be ineffective and possibly counterproductive. They may very well assume one set of expectations when an organization requires
quite different activities. Unless properly oriented, they will proceed on the basis of their assumptions. But the topics
discussed may vary from year-to-year and new Board members will have varied interest in those topics depending upon their
prior experience.
b. Board and Staff
Interaction – The smaller the organization, the more the direct interaction with all Staff levels. Conversely, for larger
organizations, Board members will have less direct interaction with lower level Staff. What is important is that Senior Staff
hears from other Staff and from Board members when such interaction occurs. It is important that Board members respect that
Senior Staff manages the day-to-day operations of the organization. Everybody should remember that Senior Staff reports to
the Board while the rest of the Staff reports to the Senior Staff. Board requests for organization resources or Staff time
should be channeled through Senior Staff. It is their responsibility to coordinate the activities of the Staff, and this becomes
impossible if the Senior Staff is not aware of all activities, all requests by lay leadership for Staff time.
4.
Maintaining Fiscal Control – Monitoring the financial condition of the organization is a responsibility that neither can nor should
be delegated. Senior Staff must understand the financial statement, must understand the budget. Senior Staff must have a thorough
knowledge of the organization's financial health. Board members must also be kept apprised of any impending problems with
the financial wellbeing of the Organization. Fiscal control requires shared responsibility.
5. Encouraging involvement of Board members – Staff must always remember that lay leadership serves in a volunteer capacity. And volunteers are motivated to serve
for a variety of different reasons. Some serve because they are advocates of the Reform movement. Some serve for networking
or business opportunities. Some serve due to their ability to raise funs. Some serve due to the high visibility they receive.
Understanding why a person serves helps Staff with providing the right tools to support each Board member and conversely with
obtaining support from each Board member. The most critical piece is the amount of time each Board member can give. In some
organizations, the expectation is extensive. Yet, expectations of the amount of time volunteers can give must be reasonable.
Staff must keep expectations in check to eliminate the possibility of volunteer burnout.
6. Strategically managing all aspects of the Organization – Senior Staff must manage the organization, efficiently, effectively and strategically. Senior Staff
must become a jack-of-all-trades to manage the organization well. Skills in all aspects of nonprofit organizational management
are required. Senior Staff must not just provide volunteer management and development of its volunteers but must also manage
and develop Staff. Senior Staff that provides excuses of poor or nonperforming Staff, often find themselves looking for another
position. Nonprofit jobs cannot mean nonperforming.
7. Maintaining Flexibility – Finally, both Senior Staff
and Lay Leadership must remember that the issues, responsibilities and Board dynamics can and often do, change from period
to period . They are not the same
next month as last month and almost will not be the same next year as last year. The Board comes and goes. Issues arise and
are either solved or, at the least, outlived and put behind. New opportunities can lead to changes in the organization's
strategic plan. These potential changes, along with changes in personality or in operating styles of the officers, require
that Senior Staff respond, creatively and constructively. If Senior Staff expects to do everything the same way every year,
they are in the wrong job.
