My wife quit her job once and forgot to tell me.
I had a sense she was unhappy, but quitting wasn’t something she had mentioned. And it wasn’t like a gig at Home Depot. She was our primary breadwinner. A big TV executive.
And it’s not like we didn’t communicate – we did. Well and often. Several times a day. About grocery lists and weekend visits to see my mom. The typical “weeds” of running a household. But that big tree in the forest? We never actually made time to talk about that.
We both learned. I learned to ask more. We both learned about the value of longer, big picture conversations.
Except for the dog she sprung on me, there haven’t been surprises since.
I bet something like this has happened to you at some point. You overhear your significant other telling somebody something monumental and think, “How could I not know this?”
What we have here is a failure to communicate. It happens. Even in the best of relationships.
And when it comes to nonprofits, I’ve said it before and I’ll say it until I’m blue in the face. The single best sign of a healthy nonprofit is a strong relationship between the Board Chair and the CEO.
If you’re not sure you agree, go click on the link above and then come back here. Perhaps I’ll have convinced you.
But either way, I think we can agree that every nonprofit wants a strong partnership between the staff and the board. And that starts at the top.
I help nonprofits in a lot of different ways. One of those ways is to help the Board Chair and Executive Director set a standing agenda that facilitates strong and productive communication.
Today, I’d like to share my standard agenda structure with you. Even if you think you’re already communicating well at the top, take a look. Perhaps you’ll learn something you can add.
THE NONPROFIT BOARD CHAIR – CEO RELATIONSHIP
Recently, a new Executive Director/CEO client insisted that her communications with her board chair was outstanding. “We talk every single day; sometimes multiple times a day.” Basically, they would text each other with every little thought. Email each other links. Tweet at each other.
That’s all lovely. But how is anybody supposed to get any work done? How does either leader have time to think deeply about the big picture? The 10,000-foot view? That much interaction was a problem – a distraction. It was also making both of them feel burnt out.
In other words, it wasn’t healthy.
I agreed with her that a partnership is built on good communication. But good communication comes from talking regularly about the things that matter.
A key word and a key phrase. “Regularly” and “the things that matter.”
Let’s start with “regularly.” My client wasn’t just communicating with her Board Chair regularly. They were communicating excessively. There’s a big difference.
So how much is the right amount? Here’s my answer.
ED’s and Board Chairs should have a standing weekly meeting. In between, contact should only happen to a) add items to the weekly agenda or b) to address a very pressing issue that cannot wait.
What can’t wait? I’m talking about something like the resignation of a high profile board member. Or a major and unexpected PR crisis. Something like that.
Anything more than that is too much. And anything less frequently leads to balls being dropped. Once a week is just right.
So that’s what I mean by “regularly.”
And “the things that matter?” Well, that’s what the agenda is made of.
A SAMPLE AGENDA FOR AN EXECUTIVE DIRECTOR AND BOARD CHAIR
Here’s a template for a 90-minute weekly meeting. If you can do it faster, god bless. But there is a lot of ground to cover. Adjust for your own specific needs accordingly.
At the end, there’s a link to download the agenda as a PDF.
1. Need to Know
Each of you shares the high-level “need to know” stuff. Make sure to keep the discussion at the 10,000 foot level, unless the E.D. asks for specific tactical help on a challenge.
Here are some sample ideas for what you might discuss:
- Big headlines, like big news to share, great new hire, or a possible new program opportunity. Both the E.D. and Board Chair should bring such news to the discussion.
- Key challenges or obstacles the board chair should know and help the E.D. work through (an angry staff member exit, a potential bad press, a challenge with a partner organization or sector expert.) Certainly discuss anything that could jeopardize the public perception of the organization and the board’s ability to be terrific ambassadors. The Board Chair should bring up his/her key challenges as well.
- The Board Chair should lead a conversation about the status of new board members in the pipeline and what is needed from the E.D. to move forward.
Note: It’s easy to let the E.D. dominate this part of the discussion. That should not happen. If the Board Chair is unable to articulate updates for the E.D. about the successes, challenges, and opportunities of the board, that’s a big red flag.
Please never leave this off the list, even if your finances are healthy. Never forget your obligation to donors to run a solid organization from a business perspective.
3. Special Initiatives
At nearly every time of the year, there is something large in the works – from budget prep to strategic planning to board governance issues to (god forbid) crisis management. Each of you should be clear about your roles with regard to these things and what the E.D. needs from the Board and vice versa.
This is just a quick snapshot accompanied by a one-page dashboard with key metrics. Discuss where the organization is YTD and where the Board is relative to its commitment. This would be a time for the E.D. to ask the Board Chair to serve as a catalyst for getting board members to fulfill the obligations they made at the beginning of each year. These messages are so much more powerful coming from a Board Chair to her/his peers.
5. Upcoming Milestones
This could be anything from (a) setting annual board goals to (b) the audit to (c) the annual gala to (d) the date the board set for vetting 5 new board members. Definitely use this time to discuss Executive Committee meetings and Board meetings coming down the pike. I believe deeply in dedicated prep for both of these regular standing meetings to use your board members’ time wisely and to achieve your own goals.
6. Review Next Steps
During the meeting, the E.D. should be taking good notes. Review the notes together and make sure you both understand what’s been agreed upon. Circulate the notes within 24 hours.
These notes become the basis for the following week’s agenda. What was accomplished? What was deferred? Why?
THE NEXT STEPS
There are two things I’d like you to do now.
1) Please download this sample agenda here in PDF format. You can use this to help structure your own meetings.
2) I know that improving communications isn’t always so easy, even if the above agenda makes it seem that way. So I have a question for you. What is the biggest challenge you’ve had in your communications with your E.D. or Board Chair?
Answer below in the comments and I promise to offer my two cents on anything you share. Your participation will be enormously helpful to the rest of my readers. So thank you!