Starboard’s Blog

As I work with my nonprofit clients, it is always interesting for me to see how different organizations handle the issue of involving staff members in their board meetings. While some executive directors never invite staff to the meetings, others have certain staff members attend every meeting.  You might guess that I’m going to suggest that there is a middle ground worth considering. 

Board members want to meet the staff, and most of your staff will value the opportunity to interact with board members.  I think something is lost, however, when it becomes standard operating procedure for some or all staff members to attend every board meeting.  First, keep in mind just how busy your staff is, what their time is worth to you, and, perhaps, how little really important work gets done at your board meetings.  Be strategic.  When the board is talking about strategic direction, involve your staff leaders.  When the board is talking about a topic that is likely to require a fair amount of background information or expertise you don’t have, get the appropriate staff member to attend.  If you are reporting on a successful project or introducing a new program, involve the lead staff person and give him or her lots of credit. 

An executive director who doesn’t involve staff in board meetings can appear insecure or might be inadvertently suggesting that staff just isn’t very capable.  Think of staff attendance at board meetings as a chance to show-off your skills in hiring, delegating, and bringing good staff along, and always be aware of the professional learning opportunity you are providing to your staff. You could be preparing a future executive director, helping him or her hone essential presentation skills, and providing the confidence boost that so many good people need and deserve.

A few days ago, in a search for the children’s savings bonds, my wife found a sheet of paper that outlined the key details I would need in the event of my mother’s death (location of keys, accounts, safe deposit box, the name of her attorney, etc.). Unfortunately, that list was put together more than a decade ago, and my mother has moved at least twice since then, changed banks and advisors, and, undoubtedly, added accounts and complications to her life.

Fortunately, my mother is very much alive, and we can talk soon about bringing her information up-to-date, but I wonder how many nonprofit executive directors have taken steps so that the staff or board members can put things in order if disaster strikes. As a board member of a nonprofit organization, do you know if a similar list exists in case something happens to the executive director? Would you know where to find the insurance policies, the code for the alarm system, the combination to the safe, the personnel files, and so on? Or would you be more likely to find the key to the office door from two moves ago?

I’ve written elsewhere that executive directors often approach succession planning the same way most people approach writing their wills or planning their funerals…they just don’t do it. As a board member, you owe it to the organization, your clients, your donors and to the community to make sure succession planning happens. After all, do you want to be the board member who has to scramble to restore order when the executive director falls ill or leaves suddenly?

If you are in a board leadership position, make this year the year in which you do two things:

• As part of the evaluation meeting, be sure to have this discussion: “You know that I don’t like surprises. Is there any reason I should be worrying over the next 12 months that you might be planning to retire, move to Paris, or look for another position?” Make it safe for the executive director to be open and honest. The discussion will probably put your mind at ease and may even give you some clues as to what the board can do to keep the executive director on board for even longer. And if you do find there is a potential departure looming, don’t use this time to plan the search process…use it to talk about setting goals to build internal capacity and ready the organization for the transition.
• Find out what kinds of emergency succession planning has been done in the event of the loss of a key person: executive director, finance director, etc. There may be a detailed plan for coverage, for retrieving information, and so on, but probably not. Get a commitment, and a deadline, for the staff and board leadership to develop an emergency succession plan. Worksheets are readily available to help guide the organization through this process, and it does not need to be time consuming. A few hours of focused work can provide a higher degree of security and comfort, identify what additional staff training may be needed, and encourage a healthy succession planning discussion with your executive director.

I’ve got keys that used to unlock the front door of a ski chalet in New Hampshire. What keys do you have? It’s time to get you nonprofit’s affairs in order.