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Major Directives
Behind any successful non-profit organization is a set of governance principles, and the better instructed leadership is in these principles, the more effectively the organzation may fulfill its mission. Number thirty-one of Pointer and Orlikoff (2002)'s governance principles (p. 59-63) outlines the triple "core roles" of a board. In order to effectively govern the organization, a board must fulfill policy formulation, decision making, and oversight. These roles provide a focus for governance so that management has room to implement the major directives.
In my experience, sticking to these roles would have been helpful to my board. Many times board members would bicker about the methodology of implementing principles, killing the chance to make a solid decision. This left management with little sense of control and authority. The board has a very idealistic role, and has the unique ability to realize the big-picture mission....
One time we in the board voted to change one member's position from governance to management not because we didn't like her ideas, but because she was more effective focusing on implementation than discussing the general direction of our organization.
Decision-making is the sometimes unenviable role of the board. The team atmosphere allows for a huge number of options to be available, but the challenge is to pick the best. Individuals must not see themselves as spearheads or sponsors of any one decision, but each member of the board must be equally responsible for the outcomes of our decisions.
Oversight does not mean management. Rather, it means goal-setting and accounting for the totality of an organization. When we oversee that our stakeholders are being satisfied, we reward management and continue to support our current decisions. Sometimes, we have had to audit a manager's work, but instead of regular investigations, we respect the methods that a manager chooses to use, so we can focus on results.
The board should stick to these core roles in order to stay sane and not over-reach the mission. If the mission sets the bar too low, the board will become distracted; if the mission is impossible, the board will have to review the principles that it stands upon.
Works Cited
Pointer, D.D., & Orlikoff, J.E. (2002). The high-performance board. San Francisco: Jossey-Bass.
Works Cited
Pointer, D.D., & Orlikoff, J.E. (2002). The high-performance board. San Francisco: Jossey-Bass.
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