Well, after a year of time, energy and resources, Board Know-How! has now officially launched. And our goals are simple: we want to help Boards discharge their responsibilities capably and with confidence; we want Boards to build an understanding that governance (the Board's job) is different from management (the staff's job); and, we want to help build positive relationships between not-for-profit Boards and their Chief Staff Officers.
And that's not easy for not-for-profit organizations who have limtied resources to channel into Board development. In fact, it is in response to this very fact that Board Know-How was established.
But here's the thing. Failure of the Board to understand the difference between governance and management is consistently evident in every article I've read about a governance failure.
Not-for-profit organizations are all about doing good things for their community, in a cost-effective and efficient way. And there's the crux of the matter. Too often governance structures are impeding the ability of their organizations to act quickly. And private sector organizations know that and are taking advantage of that fact.
Organizational efficiency results only if a Board establishes solid policy. It is through that policy that everyone (Board members, the Board Chair, the Chief Staff Officer, other staff and committees) is clear about what is expected of them and what rules they need to comply with as they discharge their responsibilities. The greatest reward that accrues from governing policy is efficiency.
And don't those who support your organization (members, donors, other stakeholders) deserve efficiency? We think so!
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Interesting post Sandi. That line between management and governance is a fine one. We are implementing a balanced scorecard which I think in someways blurs the lines. The details on specific benchmarks brings some more probbing questions from the Board...
ReplyDeleteHi Sandi,
ReplyDeleteThe Beattie Haven Board I mentioned a lot in our projects last fall is moving ahead with the Balanced Score Card - slowly. A new Board member with lots of policy experience has taken on the role of Policy Wonk, but she is busy getting important policies written, and hasn't actually begun the scorecard process yet.
We'll see. I'm standing back. I've pulled back from the active coaching and am sticking to my secretarial duties. It's best to help when asked.
It's a good board now and I'm please that I facilitated the transitiion from "useless" to "competant"!
Thanks for the great course last fall!
Mary Simpson
Mary and Chad,
ReplyDeleteChange isn't easy on either side of this equation (for the Board or staff). And it is tough for staff, because too often when they propose change to the Board they are perceived by some Board members as trying to wrestle control from the Board when precisely the opposite is true.
I may sound like a broken record, but, when I served as a not-for-profit CEO I wanted my Board to make it clear to me from the outset what success would look like - I wanted them to think future and set strategic goals. I also wanted them to be clear about the rules (policy) they wanted me to adhere to as I pursued those goals. It was only when those things were clear that I could truly apply my competencies to the tasks at hand.
By establishing the rules (policy) and strategic goals the Board is truly leading, not managing. That's the real goal.
So my message to you both is this: celebrate the successes - you ARE making progress. The kinks will work themselves out as you continue the journey.
Boards responsibility.....to determine "WHAT" is the purpose, goals, direction of the organization. To set policy.
ReplyDeleteStaff responsibility......to determine "How" the organizational purpose, goals, direction of the organization is to be pursued. To implement board policy.
The staff may advise the board regarding policy as the board may advise staff regarding implementation. However, final decision/determination resides with one or the other.