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I\u2019ve faced some major challenges in my career that have shaken me deeply and almost caused me to crumble. Here are a few examples:<\/p>\n
1 \u2013 Early on in my tenure, I had to lead a construction project that was already in process. I had never done anything like this before, and while I felt like an imposter, I just knew something was off with the accounting.<\/p>\n
2 \u2013 There was also that time we unwittingly walked into the middle of a public firestorm over an incredibly sensitive and polarizing issue. It took two years to get out of it.<\/p>\n
3 \u2013 Or I remember when I first started leading my organization, and I realized cash flow was so bad, we might not be able to make our next payroll.<\/p>\n
In all of these cases, and many others, I\u2019m not entirely certain how I would have navigated if not for one specific group of people who supported me, quelled my panic, and provided needed expertise and tangible resources to solve the problems.<\/p>\n
Fellow Executive Directors\/Nonprofit CEOs, you might be surprised to hear who I am talking about\u2026<\/p>\n
I\u2019m talking about my board.<\/strong><\/p>\n I know what you\u2019re thinking. \u201cUgh. Groan. They don\u2019t really get it. They aren\u2019t \u2018in it\u2019 every day like I am\/we are.<\/em>\u201d<\/p>\n The truth is that when the shit really hits the fan in a nonprofit, this group of people can be your biggest asset or your biggest drain. The good news is that you can do work right now to ensure the odds are in your favor with your board.<\/p>\n That construction project? I was so grateful to have a board member who was in the construction business himself and could bring in his accountant to review the books and make sure everything checked out. Thanks, Heymi!\u00a0<\/p>\n The incredibly polarizing issue? The advice and support I got from my board\u2014individually and collectively\u2014saved me, and the organization, repeatedly. I am forever grateful.\u00a0<\/p>\n The cash flow issue? I shared it with my then-Board President, who thankfully offered a personal loan, if needed. Luckily, we didn\u2019t need it, but thanks anyway, Mario!<\/p>\n If we\u2019re being honest with ourselves, everyone wants a squad. A group of people who support you, and you support them. Ideally, they are a cheering squad, and when you are up there, they are, metaphorically or literally, with you, cheering you on. They\u2019ll be honest with you when you do well and when you could do better.\u00a0<\/p>\n They are invested right along with you, and when you face a challenge, a problem, or a true conundrum, they will sit with you, bring their best, selfless thinking, and help solve the problem.\u00a0<\/p>\n Like any relationship, though, the one between a board and its staff leader(s) is a two-way street. You can\u2019t expect the good stuff from them if you are not bringing it yourself, and especially if you aren\u2019t even giving them a chance to bring it.\u00a0<\/p>\n What do I mean by that? Nonprofit leaders, we need to be strategically engaging the board in meaningful, substantive discussions right now. More than ever. It\u2019s not too late.<\/p>\n We are in an incredibly challenging time as a nonprofit sector. <\/strong>Trust is low, costs are high, and the path is uncertain. Boards are more important than ever, not just to weather this storm, but to actually steer your way through it together and to emerge, potentially stronger and better.<\/p>\n You need the very best thought partners right now, and you need perspectives that are different from your own, but (hopefully), driven by the same values.\u00a0<\/p>\n How will you handle it if funding is cut, donations drop, or we find ourselves in a recession? What if you find yourself in governmental or legal crosshairs for doing work that is currently deemed undesirable? Do you fight back? Do you back off?\u00a0\u00a0<\/p>\n Whatever your organization ultimately decides, you need to be connected and aligned. Your board is ultimately your fiduciary and governing body. You need them on board, and if engaged in the right way, you\u2019ll be glad for it.<\/p>\n Okay, have I convinced you this is important? Good! It is. Now the question is HOW do you engage your board to be its best for the organization?\u00a0<\/p>\n Here are a couple of suggestions.<\/p>\n Build it into your calendar the way you do any other meetings and relationship-building activities. Aim to touch base with each board member 1:1 (even if it\u2019s only for 15 minutes on the phone) at least twice a year, if not once a quarter. This time investment will pay off when you really need your board\u2019s support, and if done right, you\u2019ll get gems along the way as well.<\/p>\n You\u2019ll want to remember what each board member cares about, what annoys them, and how they are feeling about board service. Don\u2019t just ask about the organization and the board. Ask them about their life outside of work. Share about your life outside of work, and especially what you want them to know about the organization right now. There is no question that people can really hear things more when you tell them, versus sending a mass email with the same information.<\/p>\n Not all board members are created equally, and not all should receive the same investment of time and energy. It is commonly known that there is a rule of thirds for boards. I\u2019m talking about roughly a third who are uber engaged, a third who are not really engaged, and a final third who can be engaged, depending on the issue. Figure out what bucket each board member currently sits in and spend time cultivating and engaging them accordingly.\u00a0\u00a0<\/p>\n What if your board is not the supportive squad you need right now? How can you activate them to navigate these challenging times for nonprofits? Join our June workshop, \u201cTurning Board Bystanders Into Bold Leaders<\/a><\/strong>\u201d. Transform your board from missing in action to aligned on the mission!<\/p>\n<\/div>\nTAKE THE TIME TO BUILD RELATIONSHIPS<\/h2>\n
TAKE NOTES<\/h2>\n
BE STRATEGIC<\/h2>\n
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