A+ Coaching

Many Executive Director’s struggle with ego.  (including me) Their ego is constantly telling them that they are the centerpiece, the face and the glue.  While Executive Directors play an immensely important role, they are not the backbone in my opinion. 

Board chairs set the culture of a non-profit and serve as the backbone of the organization.

Let’s explore a few key roles to help you see the picture of why I think positive board chairs are the key to the success of your non-profit.  The selection process should not be taken lightly in selecting only who stands up.  The succession and training (next blog) of board chairs is so very important.

1. Chairs lead and have great influence over the board.   She/he sets the tone and spirit of the meetings.   A good chair invites healthy discussion, opposing opinions and facilitates the meeting to end with consensus and concrete action steps.   They pull together fractions and pieces for a collaborative outcome. Artfully making everyone feel like they are pulling for the same mission is a treasured skillset.
2. The board chair ensures that best governance practices are being adopted and adhered to for the overall good of the organization
3. Chairs set the philanthropic tone of an organization especially amongst the board.   From the level of commitment to the active role in fundraising, others mirror that person.  I often hear from staff that their board does not give or help get.  In my experience, 99% of the time the board follows the actions set forth by the board chair.
4. Chairs portray the value of a partnership not dictatorship between boards and staff.   He/she does homework with staff to ensure those that implement have a strong voice and orchestrate that voice in the most appropriate way at the meetings.   I have worked with a variety of chairs and grew to understand the power of good leaders, who uses their skills in smoothly guiding a board towards a path that melts the best decisions of the board and executive director. 
5. A quality chair serves as the bridge between the executive director and the board.   Rarely will an executive director have 100% support of every board member.   When a board member complains, disapproves, gossips, or micro manages, the quick action of a board chair can end the conflict.   Dissension is contagious and it is the role of the chair to vet both sides, bring the issue to the forefront and resolve before it grows.   As I worked with a great leader, Sandy, he was masterful in dealing with challenges.   He facilitated the discussion and made it clear that tolerance was low for bickering that took us away from our mission.  On many occasions he took me aside and shared ideas on how I could be better at communicating and helping board members with strong egos align with me.
6. A quality board chair is a strong mentor.   I have learned, cried, voiced anger, frustration and grown tremendously through strong partnerships I have had with my board chairs over the years.   They have trampled my ego, then gently picked me up. They have been the first to put me in my place while defending my back. I had one chair in particular that helped me not only become a stronger and better person, but also a much wiser executive director. 

I cringe when I hear executive directors say that they are anxious about the next board chair.   I know what it feels like to call for nominations and no one steps forward so we settle for whoever we can talk into the position versus grooming leaders in an orchestrated transition plan.   I have seen what meritocracy in a chair and quality in a chair can do for the whole organization.   It is way too important of a position to have someone just settle into.   Be very strategic in building your backbone.