Board expectations of the Executive Director: Instagram vs Reality

H/t memezila.com

We have all seen the “influencer” photos – some glamourous shot of a person looking at a vista at sunset; or standing on the Eiffel Tower with not a soul around; or taking some super stylistic photo. The photos are of a glimpse of a life that only few get to enjoy. Only it is a false. The people removed around the Eiffel Tower. The sunset digitally enhanced. The stylistic photo, not so artsy after all. We know better but we still are sucked into the false narrative because we want to believe in it.

The same goes for some boards on their expectations of their executive director. Boards have an expectation of what an executive director is and does. In some cases, those expectations are in alignment with the responsibilities of a professional leader. They are partners in the serving the mission. In others, not so much. The role of a board is governance – to ensure that the organization is moving in the right direction. They are fiscal stewards of the donor’s dollar. Depending on the charity, boards can be fundraising boards. What boards are not are managers of the day-to-day operations of the organization. That is the role of the executive director.

As chief executives, we want to believe that boards understand this but we too are sucked into the false narrative of reality. We want the board to see us as a professional and partner, not as an employee. We want the board to provide administrative guidance and ensure investments are made in the organizational infrastructure, not for them to use the organization to promote their social standing in the community. We want it to be a respected organization that makes an impact in the community, not a social club.

A case in point: a friend of mine recently walked away from her organization as the executive director. When she was hired, the board said all the right things. They were there to support her. They would not get involved in the day to day. She was the face of the organization. However, over the course of months, reality set in. The board was having donor meetings but not telling her about it. The board was getting involved in the day to day with insisting on access to QuickBooks, the donor database, and website while also meeting with staff directly. They were treating her more like an employee of them rather than as a professional in her field with decades of experience. She would have conversations with the board, telling them that this was not how to be an effective board. It would be ignored. After 14 months, she had enough. She quit. She would be the second executive director for this organization in two years. Her predecessor also quit because of the stress and toxic relationship with the board. When my friend quit she was clear on why she was leaving. It was also with no notice. What was reported though to the media was a different story. One absolved the board of any guilt in that the reason they cannot keep an ED is them.

I wish I could say that my friend’s story is unique, but it is not. In BoardSource’s 2021 Leading with Impact research study, board chairs rated themselves higher on performance than the executive director did. The grades went down further when boards were focused more on the operational issues than strategic ones. Further, when it came to providing proper guidance to the chief executive, the scores were barely at the median.

Can anything be done to stay within reality? Maybe.

1) Blue Avocado says all you need to do is clarify who is the boss – the board or the executive director. According to them, it is an easy distinction between when the board is the boss and when the ED is. As the ED, you just need to push back. It is a simple clarification, so they say, and one that will clear up tension and confusion. In reality, this is unlikely to happen. If a board member insists they are the boss, there is little an ED or staff person can do. As the situation above shows, you can have as many conversations with the board on their roles but if the board culture is to be managers and not governors, the situation can become nonproductive and even abusive.

2) Establish clear boundaries. Ideally, this should be done when you first start your role as the chief staff officer. As the executive director, you set the tone. Either you can allow the board to interfere or you cannot. Constant vigilance on the guardrails of governance can help. In addition, having some allies on the board to help reinforce the message will give some weight to your needs. This reinforcement may prove effective after a time.

3) Get a new board. There is nothing to say the board you have now is the one you keep. Work within your bylaws and term limits to build up your board to become your ally. Succession planning and diversity of thought are crucial to an effective board. As time goes you can replace members who are not there to govern with those who instead want to serve the mission. Before any new member comes on the board, meet with them first and establish a relationship. Assess whether or not they will help you as the ED. Can they bring resources to help the betterment of the organization? Will they be a partner? Do they understand the board's role and yours?

4) Quit. Let's face it, there comes a time when boundaries and conversations are just not enough and you can’t wait for board turnover. After a while of this stress, your mental and physical self start to suffer. The board is so dysfunctional and the culture has become so toxic that there is no other option. This comes with financial and professional consequences. Leaving a position without another may cause fiscal hardship. Maybe you can leave amicably and negotiate a severance agreement with the board. If you cannot, then you need to evaluate your own resources. There is also the concern about the “gap in your resume”. What is the narrative you use when telling future employers why you left? Honesty is a great storyteller. Your personal wellbeing was at risk due to a board not willing to let you do your job. I guarantee you that future employers will nod in agreement that you made the right choice. If they do not, then do not work there. If you can no longer do the job safely, then be brave and walk away.

I so wish that my friend’s situation had turned out differently. She liked that job and made an impact. Unfortunately, it was not enough to keep her there. She made the brave choice to leave. She hopes the board will see it as a learning opportunity before they hire her replacement. It is doubtful they will. They see no issue with their interference in operational duties or how their lack of respect impacted her. To my fellow colleagues who may be in similar situations, talk with your partner and community. Get the support you need. And be brave when you must.