Last week a prestigious university hosted a webinar on effective nonprofit governance. I listened in eagerly to learn new insights. The professor presenting opened the webinar by stating that “weak nonprofit board governance is common” and most board meetings consist of committee chairs reading reports followed by executive directors reading reports. Targeting boards this way misses the mark.
There we were, sitting around a board-room-type table—board members and my executive director counterpart—negotiating our merger agreement. Six months of working together had yielded the thick binders we each had in front of us, chocolate kisses that had become a staple in our meetings, and a camaraderie that grows when nonprofit leaders share an exciting vision. However, I had learned you are never done with surprises in this process and, sure enough, a new one came up in the conversation.
This is a spiritual season. It reminds me of a nonprofit event at which executives and board members convened to share strategies and ideas for coping with the impact of the dot com “crash” – years ago. As part of the day’s program, four “senior” nonprofit leaders were asked to share their ideas for making it through those challenging times. That day, I listened as the other “senior” panelists offer valuable insights about strategic thinking, collaboration, fundraising, and other helpful management tips. I’ll admit: I was nervous. I had decided to take a risk on a completely different approach.
As I write this, I am looking out my office window at the gray sky. What would normally feel like a gloomy day is, instead, full of hope! I am a California girl and gray means the possibility of rain—refreshing, life-giving rain. This caused me to remember a meeting I had with several nonprofit executives last month. “What do you do to de-stress and refresh?” I asked them. They came up with 10 great practices.
Last time, I told a story about a board that fired the executive director, derailing a merger deal (after months of working things out) at the very moment both boards were ready to sign the agreement. I believe you probably concluded that the board did harm, not just to the executive but to the organization. For that I am sorry. I’m not sorry because it might be true. I’m sorry because of how often I hear negative stories about boards! So, to make up for that I want to tell a story of a courageous board.