Fixing the Dysfunction: Micromanaging Boards
The second in a series of seven talking about 7 common dysfunctions of a board and how to fix them.
If you have a board that likes to get into the weeds of the organization’s operations, it often stems from a handful of relatively easy to fix reasons.
Board members do not know their roles or learned the wrong roles from serving on a previous board that micromanaged. Training on roles and responsibilities – either from an external source or as part of an ongoing board education program – can set them on the right path and focused on issues that fall within their purview. Make sure that you, as executive director, also know the roles your board members should assume and your responsibilities and help enforce that division of labor by not asking board members to do things that you should. You can always ask for help or advice from the board or board members, but keep your board focused on the larger strategic work of the organization.
Board members do not feel comfortable assuming these their roles. We tend to gravitate toward things that we feel confident executing and away from those that make us feel skittish. Wonder if this is true of your board? Ask them! The board chair or executive director should meet individually with each board member at least annually to discuss their board service. Your governance committee should also conduct more formal evaluations of the board at least annually which can give you a more global view of how comfortable board members feel about their roles. Orientation on their roles and responsibilities when they join the board and individualized training can also help overcome this discomfort.
Board members lack sufficient information to make strategic decisions. Make sure that you provide your board members with enough background information and environmental scans to understand what your organization does, why it does it, and how it fits into your community’s broader nonprofit environment. You ask them to make important, organization-changing decisions; give them the tools and information to do so. And give them sufficient time to digest and discuss this information by not rushing a decision.
A weak board chair who either initiates conversations about topics that do not belong in front of the board or does not stop them when they inevitably arise. You need to choose your board chair very carefully to ensure that you have someone who can effectively manage your board. If you have a problem with micromanagement, then a board chair who understands the roles and responsibilities of the board becomes essential to break the cycle.
Agenda filled with tasks not strategy. How you build your board agenda will determine where your members spend their time during the meetings. Create agendas that keep the conversation focused on strategy rather than tactics to keep the conversation at the 10,000-foot level.
Weak committees and committee structure. Much of the detailed work of the board should happen at the committee level. For example, I worked with a board that spent time at their meetings reviewing the check register. While the board has financial oversight, this wastes time when they could – and should – discuss more pressing matters than how much staff spent on pens that month. A strong – and trusted – finance committee and treasurer can review the financial minutia and report on the financial health of the organization at the board meeting instead of taking the time of the entire board. Other committees likewise should work on topics within their charter (which means that they need a clear charter!) and report back to or make recommendations to the board who acts.
Like many dysfunctions of the board, guidance from the staff and a strong board chair who recognizes and works to overcome the problem will go a long way.
