Does your staff know what the board does? Really?
In conversations with emerging professionals, I find they often haven’t a clue what the point of a board is. Frankly, I sometimes get that question from Executive Directors, too [but that’s a whole ‘nother issue].
Passionate people working for you.
Right now, I want to talk about the staff. The young professionals. The people you rely on at the front lines to deliver your mission.
Most of them care about the mission. They care about why you exist. Many of them care deeply and passionately. It’s not just a job. Unfortunately, they often lack a big picture of the entire organization as a unified entity, supported by the volunteer board of directors.
They don’t see how they fit into the scheme of the whole organization. Looking upwards, their view often stops at the program manager, director, vice president, or perhaps the executive director level. They don’t even see the board. If they do see the board, its purpose is hazy.
Worse, that view of the board is often negative.
How do you portray the board to your staff? How often do you say things like,
- “The board said we have to do it this way.”
- “We can’t afford it because the board didn’t approve the budget.”
- “The board retreat is coming up and we have to make sure our presentations are perfect.”
What messages do these statements deliver?
The board is demanding,
doesn’t understand their realities
and is only worried about dollars.
Even if staff members can parrot back the purpose of a board, do they understand the ramifications and significance for their work?
What would be different if the staff knew that board members care as much as they do about the mission? That the board makes decisions with the future in mind?
What would be different if the board was transparent in why certain decisions are made? Not because you don’t have the funding, but because the funding is supporting the mission in other ways.
What would be different if staff understood that board members were doing their damnedest to make sure they had the resources to do great things?
Five ways to start building a better view.
- Reframe how you speak about board decisions. Instead of blaming the board for unpopular decisions, or acting like popular decisions are a surprise success, put the decisions into context, including the considerations taken into account.
- Introduce individual board members to the staff. Give staff members an opportunity to meet and get to know the board as a collection of individuals, rather than a monolithic, enigmatic entity.
- Include information about the board in employee orientations. Integrate the board into the organization chart, with information about its purpose – not just as the last resort for employee grievances.
- Invite staff members to sit in on open board meetings. Board meetings are frequently open, but staff may not believe they would be welcome. Even if employees don’t attend, the fact of the invitation is an indicator of welcome.
- Consider mentorships between board members and staff. While young employees are frequently mentored by senior employees, board members often have special skills they may be willing to impart.
Each contact between board and staff builds a greater rapport, and a greater respect on each side.
Its a simple start to a new year of building the trust needed for accepting and working with hard decisions and new opportunities.