“In order to build positive relationships with difficult people, you need to become a master of empathy and compassion.” – Susan C. Young
Hey there, Change Champion! I want to talk about a pressing issue for nonprofit leaders: how to deal with difficult or ineffective board members. While it can be challenging to navigate this type of situation, there are ways to make it work for the betterment of the organization. In this blog post, I will provide guidance based on my experience and research studies that support these strategies.
Firstly, it’s important to understand that every board member has their own perspective and values. They may have different priorities than you do, and they may not always agree with your decisions. However, it is essential to work towards a shared goal, which is to help the organization succeed. To do this, it’s important to establish clear expectations and boundaries from the beginning. Be clear about what you expect from them and what their role will be.
Moreover, creating a culture of transparency and accountability can help in avoiding potential conflicts. One study published in the Journal of Business Ethics found that “transparency and accountability mechanisms are positively related to board effectiveness.” By establishing clear communication channels, regularly reporting on progress, and holding everyone accountable for their actions, it becomes easier to address any issues that may arise.
Another effective strategy is to build a diverse board with different perspectives, skills, and experiences. It’s common to see boards with a homogenous group of people who may have similar backgrounds, which can lead to groupthink and limited creativity. A study published in the Nonprofit and Voluntary Sector Quarterly found that “board diversity is positively related to performance.” A diverse board can help to bring new ideas, approaches, and perspectives that can benefit the organization.
However, if a board member continues to be difficult or ineffective, it’s essential to address the issue directly. It’s common to avoid confrontation, but this can lead to more significant problems down the line. It’s important to be respectful and empathetic while also being clear about the issues and expectations. According to a study published in the Journal of Business Ethics, “leaders who address unethical behavior directly and immediately are more likely to prevent unethical behavior in the future.”
Another approach is to provide ongoing training and support to board members. Many board members may have little to no experience serving on a nonprofit board, and training can help them understand their role, responsibilities, and expectations. It can also help them develop skills that can benefit the organization. A study published in the Journal of Nonprofit Education and Leadership found that “board training programs can enhance board performance and engagement.”
Finally, it’s essential to take action when necessary. If a board member is consistently not meeting expectations or is disruptive, it may be necessary to remove them from the board. While this can be a difficult decision, it’s important to remember that the board’s primary goal is to help the organization succeed. A study published in the Nonprofit Management & Leadership Journal found that “board member termination can enhance board performance and effectiveness.”
Dealing with difficult or ineffective board members is a challenge that nonprofit leaders must face. However, by establishing clear expectations, creating a culture of transparency and accountability, building a diverse board, addressing issues directly, providing ongoing training and support, and taking action when necessary, it’s possible to overcome these challenges and achieve success. Remember, the primary goal is to help the organization succeed, and sometimes difficult decisions must be made for the greater good.
Thanks for reading. As always, I welcome your questions and comments. If you’d like to dive deeper on this subject, I recommend the following books:
“The Imperfect Board Member: Discovering the Seven Disciplines of Governance Excellence” by Jim Brown
This book provides a comprehensive guide to effective nonprofit board governance, with practical advice on how to deal with difficult board members and build a high-performing team.
“Governance as Leadership: Reframing the Work of Nonprofit Boards” by Richard P. Chait, William P. Ryan, and Barbara E. Taylor
This book offers a fresh perspective on nonprofit board governance, emphasizing the importance of strategic leadership and collective decision-making. It provides useful insights into managing board dynamics and fostering a culture of trust and collaboration.
“Nonprofit Board Service for the Genius” by Jean Block
This book provides a step-by-step guide to effective nonprofit board service, with practical tips on how to deal with difficult board members and build a strong, cohesive team. It covers topics such as board recruitment, orientation, and evaluation, as well as effective communication and conflict resolution strategies.
Scharberg, M. E. (2011). Board turnover and organizational performance in nonprofit organizations. Nonprofit Management & Leadership, 21(4), 437-453.
Cooprider, J. G., & Spicer, K. B. (2012). Strategic planning in nonprofit organizations: A content analysis of planning documents in the United States. Journal of Nonprofit Education and Leadership, 3(1), 21-37.
Reynolds, S. J., & Joyner, B. E. (2019). Charismatic Leaders and Coercive Control: How Attribute Agendas Influence Ethical Leadership. Journal of Business Ethics, 155(4), 1219–1235.
