As the previous post indicates, the challenges of the nonprofit CEO’s job are significant and can lead to overwork, frustration, or leaving the job when they
still have more to offer. There are certainly strategies CEOs can undertake themselves to address the situation, but the board also plays a pivotal role in assuring their CEO’s long term success. Below are the top ways a board can support their CEO and help alleviate the pressure of the challenges.
- Value Continuity
There are certainly times when a CEO’s fit or performance doesn’t match the needs of the nonprofit and a change is required. But assuming the only issue is the CEO approaching burnout, the board needs to act quickly. (Ideally many of these strategies should be implemented well before burnout becomes inevitable.) There is tremendous value in leadership continuity for a nonprofit. Most donations are built on trust, and this is often a personal connection with the nonprofit’s leadership. Additionally, many national and regional foundations will suspend new grants to organizations going through a leadership transition. It will take months and potentially a year plus for a new CEO to establish relationships and fully engage with stakeholders. The mission of most nonprofits can’t take a year of underperformance.
- Acknowledge the CEO’s Challenges
Having been both on the board and staff side of this equation, I can attest to the value of board leadership working with the CEO on the specific challenges of their job. Board members who don’t work in the nonprofit sector need to be aware that individuals who commit their career to the independent sector are mission driven. Their motivation often leads to long hours without complaint, even if it leads to burnout.
This board support can extend from a simple acknowledgement to helping identify and make time for professional development, hearing the CEO’s analysis of the nonprofit’s needs (more below), and running interference when needed. Open conversations between board leadership (often the board chair) and CEO can help both fully appreciate the challenges and work together towards resolution.
- Be Open to Providing Support when Requested
Leaders in the nonprofit world are used to making do with minimal resources; their focus is maximizing those limited resources towards fulfilling the mission. This often means nonprofits are understaffed and under resourced. Low overhead is great, unless it impacts the ability to deliver on the mission. So, when a CEO determines there may be benefit from adding staff, purchasing new software or computers, or investing in the organization’s ability to perform its mission, it behooves the board to listen.
- Ensure the Board is Performing
As I’ve analyzed many foundations’ systems, I’ve often found the CEO is over-extended due to performing activities the board should be handling. There are four main areas of board responsibilities which the CEO may be involved in helping to organize but should be the purview of the board. These include:
- Ensure Adequate Resources – The nonprofit will only be successful as long as it has the resources necessary to fulfill its mission and purpose. Each Board member is responsible for participating in resource development to further the Foundation’s mission.
- Enhance Public Image – As volunteers, board members have the opportunity to impact the public image of the nonprofit unlike staff or formalized public relations programs. Board members are advocates for the nonprofit and its mission, taking advantage of formal and informal opportunities.
- Governance – Board members must take care to see that the nonprofit programs and services are of the highest quality and consistent with the mission and goals. This also means that the board governs, but the CEO manages. Straying out of these lanes can lead to frustration on everyone’s part.
- Ensure Effective Organizational Planning – As in business, comprehensive planning is vital to the nonprofit’s success. Board members and staff are actively involved in the planning process. Board members are also expected to actively participate in working committees.
Periodic board self-evaluations as part of a board retreat or planning process can help uncover if there are areas for improvement. Every CEO appreciates the value of a well-performing board and has felt the frustration of board members who may be (even inadvertently) working against success.
There are no guarantees, but a board that is supporting their CEO and “firing on all cylinders” as it relates to performing their roles will reap the benefits of a long-term, effective CEO.
