Nonprofits need substantial trust between board members and management. If all board members and the CEO understand the board mandated boundary line for governance versus operations decision-making, both sides will recognize their responsibilities with limited board micromanagement. This is not to say that each may overstep the boundary line on rare occasions, but infractions must be approached professionally with partnership civility.
Should Mature Nonprofits Allow Board Micromanagement?
By: Eugene Fram
Accepted View of Micromanagement: “…Directors spend more time with the details of the operations instead of planning its short-term and long-term growth strategies. …
The Need for a Micromanaging Board
Board micromanagement is an appropriate approach when a nonprofit is in a start-up stage. Financial and human resources are modest, and the volunteer directors must assume some responsibilities normally executed by compensated staff. The chief executive often has managerial responsibilities as well as a list of clients to service. It is not unusual to promote a person who is only familiar with direct service to become the first chief executive of the organization. In turn , this neophyte manager has to depend on board members for managerial counsel and direction. A culture of board dependency is created out of necessity. (more…)