Do you really need a board?

by Susan Detwiler | May 8, 2012 | governance, management, mission, nonprofit, philanthropy

“Do you really need a Board or does having one just lead to more chaos…?”

A few months back, this loaded question was asked of the Nonprofit Professionals Group on LinkedIn, and a robust discussion followed.

My favorite answer, though, came from colleague John McClusky.

need-a-board“…we, the public, “entrust” the “trustees,” the predominantly volunteer body named “the “board,” to serve as our agent to ensure that the NPO actually pursues the socially beneficial purpose (mission) it claims to fulfill and acts in a fundamentally responsible way with the charitable donations and tax exemptions we grant it…”

In other words, the Board of Directors is entrusted with the responsibility to make sure that the mission is fulfilled.

For years, I have been telling boards that their job is to ensure that the mission of the organization can be fulfilled now, and in the future. It lays the groundwork for the board’s role in ensuring that the resources necessary for this fulfillment – financial, intellectual, capital, social, vision –  are available to the organization.

But I’d never really looked at the other side of the role. When we serve on boards, we are not only serving our own nonprofit organization, we are also serving society. We, the Directors and Trustees, are the eyes and ears of society, are responsible for making sure that the dollars which society entrusts to us are used wisely and to fulfill the intent which we proclaim. Our donors give us their wealth; our government is giving up tax dollars to us.

As directors and trustees, we serve our nonprofit. But we are also trustees of society, and as such, responsible for upholding our end of the bargain.

Being on a board is an awesome responsibility. Let me know if you’d like to talk about instilling this vision of a board’s role throughout your work.

Machiavelli was Right

by Susan Detwiler | Mar 20, 2012 | governance, management, nonprofit, Uncategorized

Niccolo Machiavelli was right, when he said. There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in the introduction of a new order of things.

machiavelliWow. He sure nailed it on the head. If you’ve ever come into an organization and tried to change its course, you know just how right he was. Change is hard, change is risky, and change is resisted.

And even when people claim to be willing to change, almost to a person, they will tell you that their peers will resist it.

In February, Julia Kirby wrote an analysis of the downfall of a change agent. As I read her blog on Harvard Business Review, most of her analysis boils down to arrogance. Coming in as a white knight that will rescue a situation, creating an ‘us’ vs ‘them’ mentality, presuming that everyone agrees that change is necessary – any one of these will create resentment in an organization. Doing all of them is sure to make change even harder.

An organization is made of people who have invested time and their lives in building something good. To be told that it has to change implies that they have wasted their time, or that what they have built is not good.

Instead, engaging every level in the organization in making the already good even better creates a team more willing to work on change. And change is important, to keep up with society, and to ensure that you’re delivering your mission in the best way possible.

It’s not a panacea – change IS hard – but a willing attitude goes a long way toward making those difficult transitions easier to take. Instead of imposing change, inspire the team to aspire to greatness. Change will follow.

When Good Intentions Get Derailed

by Susan Detwiler | Mar 6, 2012 | governance, management, nonprofit, Uncategorized

When good intentions get derailed.

I’m on the board of a nonprofit contemplating a new initiative, and it’s been taking us a long time to come to a conclusion. When the chair said, “Thanks, Gina, for nudging us back on track,”  I remembered something that nonprofit administrators sometimes forget.train tracks

Boards of Directors have other lives.

Executive Directors eat, sleep, breathe, LIVE the mission. Most boards don’t.

That’s not to say they don’t care. Not at all. They care very deeply! That’s why they are filled with regret when they realize that they’re not living up to their own expectations of what they hope to accomplish during their terms. The Executive Director may be frustrated with them for not following through, but you can bet that most of them are also frustrated with their own lack of progress.

I once worked with a Board President who was dynamite at raising money – when he made his calls. He was completely committed to making those calls When he was at the board meeting, he had no other mission except to make those calls. But he didn’t make the calls.

Something else came up to distract him, and as committed as he was to the mission, the immediate task took precedence, pushing those fundraising calls down the list.

So what’s the solution?

Well, in the case of the board president, we set appointments for him and the Executive to meet in the same room and make the calls. Once it was on his calendar, it became concrete, not just an item on a to-do list.

We figured out what the problem was, what was keeping him from fulfilling his own self-identified commitments, and figured out how to overcome those obstacles.  With this as an example, the Executive Director learned to view each board member as an individual. Each had his or her own external pressures and obstacles, and each had ways in which they worked well. The Executive Director had to spend some time considering how to help each stay on track.

Time consuming? A bit. But so much more productive than fuming, “can’t they see that this is important?!”

And in the case of the nonprofit that opened this post? We set concrete dates and commitments for our next meeting.

What keeps your board members from accomplishing their work? What else is on their minds? How can these obstacles be overcome? If you’d like to hash this out, let me know!

If it ain’t broke, fix it anyway

by Susan Detwiler | Feb 21, 2012 | governance, management, mission, nonprofit, Standards, Uncategorized

If it ain’t broke, find a better way.

Usually, I hear if it ain’t broke, don’t fix it.  At nonprofits, it’s usually used to defend the status quo – we’ve never had term limits, our mission is still as important as ever, the materials in our literacy classes have always worked, we always read our committee reports out loud, Jimmy’s always handled our books, the 5K is our biggest fundraiser!scuplture of man sewing

The problem is, if we only fixed what’s broken, we’d never have the automobile, the telephone, the radio, the iPod, the space shuttle. Heck, if we only fixed what’s broken, we might never have invented the sewing machine! Each of these improvements weren’t fixing something that was broken, they happened because someone said there had to be a better way.

It’s the same thing with delivering our missions. Our programs have been working just fine, thank you very much. Why should we change? The answer isn’t change for the sake of change. The answer is change to do it better. To have a greater impact. To use our resources more wisely.

That’s why strong, effective nonprofits regularly evaluate their programs and measure their effectiveness. It’s not to fulfill funder requirements, although that is a nice benefit. It’s to see if we can learn from them, and find ways of having a greater impact.  Many nonprofits operate in the same mission space, because there is such a great need. It’s not competition if you can learn from each other, and discover the best practices for making a difference.

We evaluate our personnel all the time (or at least we know we should). Shouldn’t we be evaluating our programs?

Instead of saying, If it ain’t broke, don’t fix it, shouldn’t we be asking, it ain’t broke, but can we do it better?

One of the 55 standards of The Standards for Excellence: A Code of Ethics and Accountability for nonprofits calls for regular evaluation of programs. If you would like more information about the Standards, or ways to evaluate your programs, let me know. Let’s talk.

Well, did you do it?

by Susan Detwiler | Feb 8, 2012 | governance, management, nonprofit, Uncategorized

Well, did you do it?

Lunching with a great colleague this week, it dawned us that we both respond well to external deadlines. We’re so bent on meeting client needs, that deadlines we set for ourselves sometimes go by the wayside.

We all do this, and nonprofit board members are no different. As we respond to the challenge…or opportunity…of the moment, we let long term goals slide. At board meetings we deal with immediate issues while our strategic plans languish with 10 minutes at the end.

The cycle continues. Each year we make plans, often repeating last years’: recruit new board members, seek best practices in hiring, expand our reach, or whatever we have identified as crucial to our growth. Yet 5 months into the year, it’s still just a plan.

I solved the problem with an accountability partner…someone who regularly asks me what I’ve done that week to further my goals. Then I commit to specific steps toward my goals, so she can ask me again.

sticky note remindersMaybe the board needs an external accountability partner. A coach. A guide. A nudge. Someone to regularly check in with the president and the executive, help them keep board meetings focused on long term and strategic issues, and help them figure out ways to do it better. Someone to guide them through the hazard of rehashing decisions that have already been made.  Perhaps a coach to help them figure out how to make sure that committee and staff work are done by committees and staff, while the board spends its valuable time focusing on mission.

Think about your own life. Making a commitment to someone else has a way of focusing our attention. Maybe we should use the same approach for our boards.

If this is an intriguing idea, contact me. I’d be happy to hear your thoughts, and help you think through whether your organization might benefit from a coach.