Strong Governance Relies on Board Chair/ E.D. Partnership

As the NorthSky team considers strategies for strengthening nonprofit governance, a key success factor has emerged in our thinking: the relationship between the board chair and executive director. During a professional development session this week, the speaker cited Peter Drucker (ahhh... remember him?) and his six characteristics of exceptional nonprofits. Near the top of his list is a strong board chair/executive director relationship. He specifically describes a positive working relationship with trust, adaptability, and flexibility. We’ve certainly seen the wisdom of this play out in our own northern Michigan nonprofits.

Developing an excellent board is an ongoing process. While many organizations are looking for a quick fix (maybe out of immediate need), their efforts may be doomed until they realize the necessity to build and nurture the relationships between the board and E.D./senior staff. As with the complexities of any relationship, it is an investment of time for those involved. That time investment, though most likely competing with other priorities, is essential. I remember seeing a statistic that many executive directors spend 35% of their time working with their board. To me that is a numerical representation of the importance of the relationship. It is fairly representative of the amount of time I've spent as an executive director in past roles. I figured I was at about 30-35%.

While there are competing challenges and priorities, these challenges reinforce the need to have a high-quality relationship between the board and E.D./senior staff. Nonprofits need a board that knows its work, the needs of the organization, has a manageable job and tools to facilitate their work. They should also enjoy the relationship so that their time spent with the organization is a priority both because of their passion for the mission but also because it is enjoyable. It isn't to say that the board doesn't do hard work but it is how they feel about doing the work-its importance, pride, sense of accomplishment, sharing, laughing together, etc.; it's a complex relationship.

Some of the tools that can be helpful include board development plans, board self-assessments, orientations, board manuals, board commitment letters, empowering board leadership and board agendas and continuous reinforcement of the work of the board. None of these individually, or collectively, are the answer but they can be useful in helping the board systematically consider what it's work is, how well it is doing it, what professional development it desires, etc. I've also been thinking about a peer cohort group of board presidents. . . .

Let me know your thoughts.

Debbie McKeon
NorthSky Executive Director