Once Again: How to Keep a Nonprofit Board Informed

Once Again: How to Keep a Nonprofit Board Informed.

By: Eugene Fram

Viewers’ Favorite—Updated & Revised

With high performing nonprofit boards, directors will rarely be invited by the CEO to participate in operational decisions. As a result, management will always have more information than the board. Yet the board still needs to know that is happening in operations to be able to overview them.
The name of the game is for the CEO to communicate the important information and to keep directors informed of significant developments. Still, there’s no need to clutter regular board meetings by reporting endless details about operations.

Following are some practical suggestions:
• An executive director, in response to a blog post I presented, provided a most creative approach. He and the board chair have a weekly conference call, usually on Thursday. Other board members are invited to join the call if they have time. A few days later, the ED sends a brief e-mail to all board members highlighting the important events that took place during the week. (He joked that his high school English teacher would never approve of its format, but the board is always full informed.)

• Probably the more traditional way of keeping board members aware of what is happening within the organization is to have staff frequently make short presentations. I have seen this approach used in dozens or nonprofit board meetings without success. Two problems frequently occur. First the staff person is so enthusiastic about an opportunity board that the presentation continues well beyond the allotted time, and, second, board members raise “micromanagement” level questions, that further extend the presentation session. To solve these problems, the board chair needs to suggest to those seeking more than appropriate detail that the questions can be answered “offline.” In addition, the chief executive should meet with the staff person well ahead of the meeting to make sure that the material to be presented is succinct, and the staff person is well aware of the time constraint. A “dress rehearsal” might even be appropriate for some staff personnel

• Another technique is to use a consent agenda. With a consent agenda, routine and previously agreed upon items are organized together in the pre-meeting agenda and then, hopefully, approved as a group. If one or more board members question an item in the group, it is placed on the agenda for the next board meeting. This process eliminates the time consuming effort of having a separate discussion for each item.

• A third way is for the chief executive to meet with board members informally about every quarter. Occasionally, these meetings are with two directors at one time. At the sessions, the chief executive can discuss the more “entrepreneurial or wild ideas” that might need testing and update directors on operational decisions in greater detail. Some of the meetings can happen quite informally, before or after a committee meeting or after a monthly board meeting. Others can occur at appropriate social events.
It is important to have the executive’s assistant keep track of the meetings and then to have authority to make new appointments to meet the quarterly schedule. Obviously, the CEO would need to meet with the board chair more often. If the board is a national one, meeting less frequently or a scheduled phone call are appropriate. One veteran CEO I know meets frequently with two board members. One is a long serving member, and the other is a newly appointed board member.

Keeping important information flowing to the board is critical to having a high performing nonprofit. It is a significant responsibility from the CEO.

One comment

  1. The criticality and relevance of the the CEO appraising the Board on the operational goings need no much emphasis whether the reference is at the non-profit or profit focused institution!
    Certain contents,the strategic directions among others may tend to have differentials, however the cornerstone issues in management approach shall ever remain anchored on professionalism.
    The operational progresses,challenges and outcomes need to be communicated and updates to the board be in place in structured and regular basis per the peculiar needs of the set up.
    Feedback mechanisms with a view of addressing challenges or perhaps harnessing the emerged or emerging opportunities will be useful impetus for the institution for posterity.
    The distinctive role of the CEO and his/her management team must be set out with clarity vis a vis the board role of oversight. Otherwise potentiality of micro managing the CEO and his/her team can fell doom to an institution.
    Documented criteria as to how,what ,when to act on or respond to within the wider operational landscape is appropriate to minimize elements of confusion!


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