The Skill No One Teaches You: Managing Your Board of Directors
How to transform your board from a source of micromanagement into your organization's greatest strategic asset.
Ask any new nonprofit leader what keeps them up at night, and I’ll bet they won’t mention their Board of Directors — at least, not at first. But they should.
Whenever I’m asked what new nonprofit news leaders need coaching on, I answer without hesitation: working with a Board. Always. And for good reason. These leaders may have plenty of experience running a newsroom, development shop, or membership team. But odds are, they’ve never worked closely with a Board. And that, well, is a whole different experience.
When I joined Lehigh Valley Public Media, it was my first time at an organization with a board of directors. I was used to everyone reporting to someone, but this? It felt like I suddenly had 20 more bosses, all convinced they were the real CEO. Spoiler: they weren’t. Beyond the regular meetings, there were monthly board meetings, executive and finance committee meetings, and a long list of other board committees. Each had its own schedule, agenda, and — most importantly — prep work that landed on my plate.
And here’s where things got tricky. What do you do when a board member drops into your office asking for something while you’re neck-deep in a project for your CEO? Do you stop what you’re doing? Tell them to wait? Who do you check with?
Most organizations have onboarding programs. I looked at a bunch from major HR and payroll sites — they all covered the basics. But none explained the role of the Board, or how to actually work with them.
The Core Problem: When Governance Turns Into Management
That gap matters. It leaves staff unprepared for one of the biggest challenges: knowing where governance ends and management begins.
The Board’s job is governance — the what and why of mission, strategy, and financial oversight. The CEO and staff handle management — the how of making it all happen day to day.
But Board members often cross that line. Not because they’re trying to cause trouble, but because they care. They’re successful, passionate people who are used to doing.
There’s an old saying for Board members: “Noses in, fingers out.” In other words: stay informed, but don’t try to do the staff’s job. Sadly, not everyone’s heard that one.
Richard Chait, a Harvard professor and expert on boards, puts it bluntly:
“The board of trustees of a nonprofit organization has one responsibility: to keep the organization on a straight course for the long-term good of the whole.”
But too often, he says, boards:
“Get bogged down in operating details, matters best left to staff, while ignoring the very issues that could determine the enterprise’s success or failure.”
And here’s the kicker: Board members who would never micromanage their own staff somehow feel free to micromanage yours.
Rules of Engagement: How Staff Can Hold the Line
So what do you do when a board member hands you an assignment or makes a request?
First, know this: no individual board member has authority over staff. The Board’s authority is collective. Direction comes through the CEO.
That’s the theory. Here’s what to say in practice:
Quick Reference: What to Say
If it’s a request:
“That’s a great idea — I really appreciate your passion for it. My current priorities come through [the CEO], so the best next step is to bring this to them. That way we can stay aligned.”If it’s an assignment:
“Thanks for bringing this to me. I want to make sure I handle it the right way. Our process is to run these through [the CEO] to help manage priorities. Could I ask you to connect with them?”
This isn’t about being difficult. It’s about protecting staff time, respecting the CEO’s role, and keeping things sane when multiple board members start pulling in different directions.
What Leaders Can Do to Build a Healthy Board-Staff Culture
Sure, staff can learn to handle individual situations. But creating a healthy dynamic between the Board and staff? That’s on leadership.
And it often starts with what leaders share. Too many give boards management-level info — the kind that invites meddling. As Chait puts it:
“Many NPO managers provide trustees with management information, not governance information. A board, equipped with management information, delves into administrative matters.”
Governance information answers: “Are we hitting our strategic goals?”
Management information answers: “How many emails did we send last week?”
Guess what happens when you give a Board the second kind? They start asking why you didn’t send more emails.
When boards overstep, some leaders react by building a wall — channeling all interactions through the CEO. That might feel safer, but it’s a terrible long-term plan. It kills transparency, breeds suspicion, and weakens the organization.
So what does work?
Nancy Fournier, a nonprofit leadership coach with 30+ years of experience, says leaders need to create opportunities for positive interaction:
Invite the Board to staff appreciation or volunteer events
Host open houses
Look for ways to bring the groups together outside of meetings
Why? Because that builds trust, and trust makes it easier for everyone to stay in their lane.
“Maintaining healthy boundaries grounded in respect and understanding for the unique contributions of both staff and Board requires deliberate intention. Neglecting this can significantly impact the health and morale of the nonprofit organization.”
Your Board Should Be a Strategic Asset — Not a Headache
When people ask me what skill nonprofit leaders need most, I always say: working with a Board. Because it’s not just about managing meetings or writing reports. It’s about building a culture of trust, clarity, and respect — where everyone understands their role and stays focused on what matters.
When you get that right? Your Board stops being something that keeps you up at night, and becomes one of your greatest strategic assets.
I know this is a challenge many leaders face. What’s your experience been with nonprofit boards? Have you found a strategy that works? Share your story in the comments—I’d love to hear it.
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