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Board Involvement in the Life of Their Executive?
Brian Kreeger 1:19 • Aug 18, 2021
I would argue
that managing the threat of a personally dysfunctional executive overrides nearly every properly functioning responsibility of a board of directors. This threat, and paying attention to it, should garner the board’s consideration more than any other.
Why do I elevate this issue to such a high level in the workings of a board of directors? Three reasons: 1. The fall of a nonprofit leader can paralyze a nonprofit, if not leading to its complete failure, 2. Most leadership falls find their core reason in the personal life of an executive, and 3. All of this typically ends up in the lap of the board of directors.
I must acknowledge that this article was a difficult one to write because this simply is not the way things are done. Boards don’t typically talk about the possibility of a leadership fall before it happens. And boards certainly don’t talk about their involvement in the personal life of their executive. But they must, or there may be a fall right around the corner.
(This article is the nineteenth in a series that focuses on starting a conversation centered on preventing the fall of nonprofit leaders. I write it from a Christian perspective, but all leaders will benefit. Be sure to sign up to receive these articles via email every Tuesday at briankreeger.com. In addition to receiving these articles two days before they hit social media, you will receive the Contents, Introduction and the Appendix (My story) of my upcoming book, The Courageous Ask: A Proactive Approach to Prevent the Fall of Christian Nonprofit Leaders.)
As I have written previously, the nonprofit executive is a person, a human being with feelings, emotions, joys, hurts, and pains outside the leadership role they are in. Should they be able to manage that part of their life? Sure they should. That is one reason you picked them to lead your organization. But each person has their ups and downs, struggles and difficulties.
Many times we expect our executives to be superhuman but forget there is no “super” without the “human.”
Even strong executives are going to fall short at times. The desire of a board should be to make sure they know it is coming as early as possible so they may be able to react to a seemingly small trigger before it becomes an avalanche of destruction.
This is done by going beyond the board duty of holding an executive accountable to a job description. I’ve already written about this at length in previous articles, so I will not belabor the point.
Each organization, board, and executive,
along with the relationships that govern them, are different, so there is no simple five-step plan that is sure to stave off a fall. But I would like to propose a few suggestions.
First of all, be proactive as a board and talk about issues that arise. Perform a Courageous Ask. Don’t shove concerns to the side just because your executive appears steady at this particular point in your organization’s history. Your goal, above almost anything else, should be to help keep them on solid ground.
If you have read previous articles (especially
article 1:2) you recognize the potential for a leadership fall is real. Talk about it as a board and with the executive. Make the private life of your executive part of board discussions, with and without the executive present. It’s easy to talk about the financial reports, but a misstep or failure in the personal life of the executive could be just as damaging to the organization. So, talk about it.
While insisting on open communication concerning the personal life of your executive, determine with that executive what is too intrusive. Do this while things are good, so the level of monitoring is made by objective parties.
The board will have to determine if the agreement is satisfactory and helps in the integrity of the relationship. If not, the board needs to be honest with the executive and ask for more. This may or may not be satisfactory to the executive. If not, the board and the executive have a decision to make. Remember, the board will ultimately end up with both successes and failures falling in their laps, and the board is ultimately in charge as the guardian of the entity.
Let me be clear, I am not talking about an all-encompassing intrusion into the private life of an executive. I am talking about a balanced monitoring based on a solid relationship between the board and executive; a monitoring that communicates that the board cares for the executive not only as a person filling a job description, but as an individual.
Examples of areas in the personal life of an executive needing to be probed should include foundational areas that made the executive the board’s chosen candidate. Included would be areas such as family relationships, spiritual life and spiritual disciplines, and community involvement. Also needing to be addressed should be areas of pressure and areas where the leader is feeling insecure. These suggestions should provide a starting point.
Again, sincerity in the care
of the executive is key. The board must choose the right person or people to perform this function.
The whole board does not need to be involved. Ideally, the board chair has a relationship with the executive that allows for this. Sometimes they don’t, at which time another board member needs to fulfill this role. One executive I interviewed said they had a board member come to them once who declared that they are only on the board for the executive’s spiritual uplifting. They called themselves this leader’s “soul care” person.
As a last resort, if a board does not feel comfortable, they may want to form a triangular arrangement with someone, perhaps a pastor, who may be able to fill this role and report back to the board.
A proper relationship
between board and executive that allows for honesty and transparency in areas that may be personal, as well as organizational responsibilities, can be achieved. I have seen it. Keep in mind that this can only be done if self-examination and humility are part of the equation for both parties.
One founder and experienced board member I interviewed put it this way: “The leader has to know the board is ‘for them.’ The heart of the board has to be for that person as a human being and not just as a nonprofit executive.”
It is the level of this support and genuine caring that determines where the line is in delving into an executive’s personal life and determines the level of cooperation that will be exhibited. It is this level of genuine support that will promote transparency in a way that represses the threat of consequence.
I would also submit to you that the conscious pursuit of this type of relationship will carry throughout the organization and create a culture that will promote openness, creativity, and growth.
This type of relationship
does not happen by coincidence or by chance. It is no different than a nonprofit coming out of the year in the black. Both take conscious effort and focus.
Tough topic, uncomfortable topic….but a very important one. The whole point of this series of articles, and my upcoming book, is to start a conversation. This article leaves a lot to be talked about.
So let me suggest that you go back to your board -go back to your executive- and talk about it. This might just lead to a corner to be turned in the life of your nonprofit.
This is the final article concerning the board’s role in the proactive approach to prevent the fall of Christian nonprofit leaders. Next week I will delve into the community’s role in doing the same.
Everyone has a role.
Be sure to sign up to receive these articles via email every Tuesday at
briankreeger.com. In addition to receiving these articles two days before they hit social media, you will receive the Contents, Introduction and the Appendix (My Story) to my upcoming book, The Courageous Ask: A Proactive Approach to Prevent the Fall of Christian Nonprofit Leaders.
Brian@briankreeger.com
#Leadership Fall #Leadership Survival #Nonprofit Relationships #Proactive Approach #Leadership Struggles #Leadership Battles #Christian Executive Leader #Christian Leader #Board of Directors #Courageous Ask #Board Relationship #Board Engagement
Executives -pastors or nonprofit executives in our context- are put on a pedestal. It’s not that the typical person necessarily believes they belong there or desires to put them there. But it is human nature that this happens. The general public often places much higher expectations on leaders than they do on themselves. Sometimes it is appropriate, and the leader has put themselves in that position. In some cases, it is simply scriptural. For instance, James 3 points out that those who teach will be judged more strictly, thereby heightening the expectations of those who lead and teach. But what about when we accept, and enact, those elevated expectations and forget the humanity of our leaders? Often a community heaps on a leader the expectation that they are to perform with the perfection of Jesus and not simply be a Jesus follower and disciple just like them, but with a unique calling and heightened responsibility. Too many times when a leader shows human imperfection, the respect we have for them is damaged. Leaders fall under strict judgment, and we forget they are no less fallible than us. The imperfection they have colors any positive experience we would have had with them otherwise. While most of us acknowledge this strict, hypocritical judgment and recognize it as not being how we want to treat our leaders, it is a difficult battle to fight in our own attitudes and minds. No matter who the leader is, they are not Jesus. But please allow me to reverently make some comparisons. (This blog focuses on starting a conversation centered on preventing the fall of nonprofit leaders. I write it from a Christian perspective, but all leaders will benefit. Be sure to sign up to receive these articles via email every Tuesday at briankreeger.com as well as taking a look at previous blog articles. In addition to receiving these articles two days before they hit social media, you will receive the article "5 Early Indicators of a Christian Nonprofit Leadership Fall" along with the Contents, Introduction and the Appendix (My story) of my book, The Courageous Ask: A Proactive Approach to Prevent the Fall of Christian Nonprofit Leaders. )
You are the community, no matter what formal role you play in a particular organization, or if you play any role at all. My blog articles typically focus on the roles the leader and the board have in preventing the fall of Christian nonprofit leaders. But I contend that the community that exists around organizational leaders and boards has a role as well. In fact, a community’s role can many times be much bigger. My next few blog articles will focus on the role of the community in preventing the fall of Christian nonprofit leaders. (This blog focuses on starting a conversation centered on preventing the fall of nonprofit leaders. I write it from a Christian perspective, but all leaders will benefit. Be sure to sign up to receive these articles via email every Tuesday at briankreeger.com as well as taking a look at previous blog articles. In addition to receiving these articles two days before they hit social media, you will receive the article "5 Early Indicators of a Christian Nonprofit Leadership Fall" along with the Contents, Introduction and the Appendix (My story) of my book, The Courageous Ask: A Proactive Approach to Prevent the Fall of Christian Nonprofit Leaders. )
