Stay in Your Lane: When Board Members Overstep

As a nonprofit leader, you’ve likely faced the challenge of well-meaning board members drifting into operational territory. In this episode, we’ll explore the fine line between governance and management and what to do when that line gets blurred. From clarifying roles and strengthening relationships to setting boundaries and leaning on your policies, you’ll walk away with practical tools to navigate board scope creep with professionalism and grace. Whether you're a seasoned Executive Director or new to the role, this conversation will help you lead with clarity while preserving the crucial relationships that power your mission.

Connect with host Jill Fowler on LinkedIn.

This episode was brought to you by Songbird Leadership -- Amplify your organization's mission through outcome-based executive coaching, strategic planning, and capacity building.

Transcript

Thank you for joining us today. I’m your host Jill Fowler of Songbird Leadership.

Navigating well-meaning but over-involved board members who cross from governance into operations is a common challenge for Executive Directors. On one hand, you want your board members to be engaged and have a meaningful experience with your organization. On the other, it can require a lot of energy to navigate the emotions and politics involved in managing board scope creep. And the fact that they’re your boss can further complicate things. Over the years, I have heard many a nonprofit leader lament that it would just be easier if they didn’t have a board and they could just handle everything themselves. That’s obviously not an option, and honestly, while it may sound ideal in the throes of frustration, it’s really not what’s best for your organization. 

So, here are some practical tips for managing a board that’s too involved operationally while maintaining those important relationships and protecting the integrity of your organization.

First, clarify roles early and often. From the beginning of a new board member’s engagement, their charge of governance, strategy, and oversight, and your responsibility for operations and mission execution should be purposefully communicated. Your new board member orientation and regular board trainings should reinforce this. And your board member job description, handbook, and other materials should support it, as well. If your board members are aware of and focused on the role they’re best suited to play, they’ll naturally be more successful.

It's also important to assume good intentions. Your board members are passionate about your mission, which is why they are involved with your organization in the first place. I was in a board meeting recently and a board member suggested that a board committee survey the staff regarding their satisfaction. At first, everyone was silent, which in my opinion, means assent. Finally, the Executive Director spoke up, saying that it’s always a good idea to support staff satisfaction, but that was his leadership team’s responsibility, not the board’s. Two board members then echoed his sentiment. So, the group agreed that it was the Executive Director’s job to handle it, assuming it was going to be done. Several of my clients have had difficulty with this one. A board member oversteps and says or does something with operational impact and it’s often received with frustration, but silently. If you are in a situation in which you feel a board member crosses an operational line – or any line, for that matter – speak up! Like any relationship, good communication is key, and if something doesn’t sit right, talk it out. It’s not only a good opportunity to reinforce board and staff roles, but this conversation could also end up bringing you closer to your board members. Obviously, you want to be respectful and professional in your tone and language, but please, please don’t let the opportunity pass to talk with your board if something isn’t right. Trust me, you will regret it if you don’t.

Speaking of relationships, your connection with your board chair can be invaluable here, so foster it. If the two of you are in sync, there’s nothing you can’t accomplish. I once worked with a board chair with whom I had excellent rapport. He and I communicated well, understood our respective roles, and had an aligned vision. We could be honest with each other and not have to worry about hurt feelings or politics. I couldn’t have asked for a better board chair. At that time, there was another member who was a little hot headed. This board member would often come to me in frustration wanting to randomly change procedure on a whim or decide things unilaterally that were not in the best interest of the organization because she was hot. Frankly, handling this big personality took a fair amount of energy and grace. When she would get on a roll I’d try to redirect her energy to where it was most valuable. I’d actively listen to her concerns and, instead of immediately acting or blindly agreeing, I’d say, “I’ve made a note of your concerns and will add it to the next board agenda.” Typically, once the next board meeting rolled around, she’d have cooled off and moved on to something else. During those rare times in which she didn’t settle down, I’d put a bug in the Chair’s ear about the issue, and he’d handle it during the meeting beautifully. It was because of the effort the Chair and I put into our relationship that we could work together so seamlessly during those times. 

But it does take two to tango, as my mom used to say, so if you find yourself disconnected with your board chair, have scheduled one-on-ones on a regular basis to better get to know each other personally. This could be in person or virtual, depending on your availability and distance, but something special for just the two of you to check in and have good dialogue. Maybe even attend an event together. Once you start building that personal rapport, then move into topics like role clarification and building mutual understanding. Be transparent, celebrate wins, discuss concerns, and share your hopes for the organization. Be a thought partner, not just a reporter. This should be a safe space for both of you to make a meaningful connection.

When all else fails, lean on your policy or bylaws for clarification about the roles of the board vs. the roles of the Executive Director and staff. If those documents are vague or outdated, propose a review by the Governance Committee and then use that opportunity to spell it out in black and white. Using these tools gives you a natural way to create or clarify expectations without making it personal.

Finally, do your best to stay grounded as a leader. That means taking care of yourself in whatever way is meaningful to you. It also sometimes means managing big personalities and having hard conversations, setting boundaries, and even pushing back when necessary. I once heard someone say that if your board is focused on doing your job, no one is doing theirs. Just sit with that for a minute. 

Board dynamics can be tricky, but with clear communication, strong relationships, and a little courage, you can lead with integrity while everyone stays true to their role. Remember, healthy governance doesn't happen by accident; it’s the result of intentional leadership, ongoing education, and open dialogue on everyone’s part.