Empowering Nonprofit Boards: Three Common Frustrations and Effective Fixes You Can Implement Today

Over the past decade, I’ve had the privilege of serving in various capacities within nonprofit organizations—from Board of Director member to Board Chair and Executive Director. These diverse experiences have given me a unique perspective on the challenges and triumphs experienced by boards. My journey in the nonprofit sector has been overwhelmingly positive, primarily because I’ve had the opportunity to work alongside intelligent, compassionate, and dedicated individuals who are deeply committed to the pursuit of meaningful organizational missions.

However, I have observed many board members encounter similar frustrations: slow organizational change, unclear expectations, and a lack of understanding about how their efforts support the mission. These issues often stem from a few critical gaps in best practices that have proven effective across sectors and organization sizes. Specifically, inadequate onboarding and orientation processes, a lack of self-assessments, and insufficient performance management frameworks can lead to discontent and confusion.

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Understanding the Board Member Experience

?It's important to recognize that nonprofit board members are typically accomplished professionals in their own right. Yet, when they transition to the nonprofit sector as a director on a board, they often find themselves in environments that lack the structure and infrastructure they’re used to. This disconnect can lead board members to inadvertently engage in operational problem-solving, which can create friction with executive directors and leave board members feeling unfulfilled.

Tools, resources and organizational structures that work well in their workplaces are not accessible to the nonprofit due to a lack of resources, mismatched economies of scale and organizational dynamics obscured to a new director. As new directors rotate onto the board it is necessary to level the playing field through a solid onboarding process we will discuss momentarily.

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Focusing on Solutions

As the saying goes, “Leaders bring forth solutions, not problems.” Board members should not be tasked with solving operational issues—that’s the responsibility of the executive director. Instead, board members should focus on governance, ethical oversight, and strategic direction. The Council on Nonprofits encapsulates this well:?

?“Board members are the fiduciaries who steer the organization towards a sustainable future by adopting sound, ethical, and legal governance and financial management policies, as well as ensuring that the nonprofit has adequate resources to advance its mission.”

The below recommendations are based upon my experience, observations and feedback obtained through my work in these organizations as a consultant and participant. I hope you find them to be helpful and actionable.

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Key Strategies for Effective Governance

1. Develop a Comprehensive Onboarding Process

???A streamlined and welcoming onboarding experience is invaluable. It achieves several important outcomes:

???- Sets realistic expectations for new board members.

???- Provides context and examples of appropriate actions and behaviors.

???- Outlines the key issues, priorities, and initiatives relevant to their roles.

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2. Implement Performance Management

???Performance management should be a defined process that fosters communication between board members and the executive director. This can include:

???- Regular updates from the Board Chair about member contributions and financial commitments.

???- Establishing clear performance goals for the executive director and reviewing them throughout the year.

???- Monitoring key organizational metrics, such as employee turnover and engagement, to track progress and address challenges.

3. Conduct Regular Board Self-Assessments

?In the famous words of Sun Tzu- “If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle.” Self-assessments don’t have to be time-consuming or costly; many free tools and resources are available. For example, I frequently help boards use anonymous Google Forms surveys for this purpose. It is free, efficient and a highly customizable way to gather feedback efficiently. Regular self-assessments encourage open discussions that celebrate successes, identify growth areas, and position the organization to fulfill its mission more effectively.

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Conclusion

By investing time and resources into onboarding, performance management, and self-assessment, nonprofit boards can transform frustrations into strengths. When board members understand their roles clearly and feel supported, they can focus on what truly matters: guiding their organizations towards sustainable success. Let's embrace these practices to enhance our nonprofit governance and make a lasting impact in our communities.