How can you ensure your board evaluates and supports your executive director effectively?

Make sure that the board’s expectations aren’t just shared, but they should be written as S.M.A.R.T. goals that are measurable, specific and attainable. You don’t want to give someone the goal of bringing in money, you want to say we want to raise 10% more than we did the year prior by offering more ticketed networking events, opting in for paying up front for annual packages for those things we know we’re going to use, and increasing membership rates while increasing membership simultaneously.

Agree that setting clear and realistic performance expectations is a key starting point for good ED/Board relations. Express the expectations as objectives: what the ED will do, quarter-by-quarter, in the year ahead to help achieve what has been mutually agreed. At the same time, the Board needs to express its goals and objectives...what it will do. So there are mutually-agreed objectives that are measurable.

The first step is to establish clear and realistic expectations for the ED's performance, based on the organization's mission, goals, and strategic plan. The board should work with the ED to develop a written job description, a set of annual objectives, and a timeline for achieving them. The expectations should be aligned with the ED's strengths, challenges, and professional development needs, and should be reviewed and updated regularly.

The first step is to establish clear and realistic expectations for the ED's performance, based on the organization's mission, goals, and strategic plan. The board should work with the ED to develop a written job description, a set of annual objectives, and a timeline for achieving them. The expectations should be aligned with the ED's strengths, challenges, and professional development needs, and should be reviewed and updated regularly.

In sharing expectations, ensure you unpack the mission of the organisation in a manner that is tangible and easy to understand. Once the board understands the practibilities of the mission, support will be fully provided to the ED

A once a month zoom call between the ED and Board Chair (& Vice Chair) is a great way to maintain this channel of communication. It can be used to review the upcoming board meeting agenda but also just checking in, discussing progress towards goals, and relationship building. Ensure that this meeting is used specifically for reviewing progress at the mid-year point and then again at the end of the year. Calendar it!

Ensure there are ways to vote out the Executive Director when job performance, personal behavior, or other factors so indicate.

A diverse board may provide the opportunity for various board members to provide support, suggestions and guidance (as appropriate). Regular discussions around progress and outcomes can allow the ED, and board, to have more successful outcomes. Talk with the team the ED leads. Their perspectives is invaluable to successful operation of the company.

A written succession plan that is updated annually is the Board's best tool to ensure the 'next level' leaders are being developed internally. This allows the board to see what skills or gaps exist and if there is an 'heir apparent' being developed internally. As CEO, I also provide an updated list to the board each year as part of this plan - it covers key contacts and links to key files and documents for critical things like banking, insurance, etc. This also gives the Board a level of confidence that if the CEO transitioned abruptly, they would have access to critical information.

The board should provide spirutual back up to the ED through prayers. Pray that the ED is filled with wisdom to run the organization. Otherwise oh that we have said above can be filled if the ED is not filled with wisdom understanding and knowledge.