Managing the Relational Aspect of Nonprofit Governance

The main role of a nonprofit board is governance, which generally includes policy (legal and risk), strategic planning and evaluation. In simpler terms, this means setting the framework, hiring a leader (the executive) and discerning progress.

Of course, I would be remiss not to add fund development and advocacy into the mix, too.

Most nonprofit governance work is conducted in board and committee meetings and is transactional by nature. I pose that a board and its members achieve transactions best when their relationships are strongest.

How to Manage the Relational Side of Nonprofit Governance

Managing the relational aspect of nonprofit governance means paying attention to the members' personal needs and interactions. Supporting the relational side of nonprofit governance helps build trust among board members, ensuring that decisions are well-informed and take into account each member’s needs and intentions.

What are approaches to creating, maintaining and strengthening the relational aspect of governing among board members?

Here are five strategies for managing the relational side of governance.

1. Ensure All Members Share the Theory of Change

A nonprofit board’s Theory of Change is the collective reflection on the organization's purpose — what brought folks to the table. A Theory of Change should be front and center when individuals are recruited for board service along with the mission statement, values, goals and strategies.

The governance committee might even insert an abbreviated Theory of Change and mission statements on member’s meeting name tents. For virtual meetings, these statements could be inserted as part of the background.

Without a mutual and collective understanding of and agreement with the Theory of Change, there can be no substantive relationship between members, often resulting in limited potential for producing effective governance.

2. Recruit With ‘Fit’ In Mind

When recruiting new members, knowledge, skills and experience are important criteria for matching the needs of the board to govern. Another equally important criterion is fit.

“Fit” includes previewing for individuals with values consistent with the organization and board members, who can communicate and are respectful and responsive to other members with different backgrounds, experiences and personalities.

And yes, when individuals come to the table with motives and expectations that radically differ from seated members, there is likely to be a misfit. So, testing for “fit” is not simple but necessary while recognizing that difference may also be just what is needed.

3. Establish and Socialize Behavioral Norms

The governance committee must establish a culture that clearly lays out the behaviors and attitudes, particularly how members must speak to each other and be spoken to.  These norms instill what is expected to be practiced within the board and by each member to ensure positive and strong relationships.

While these norms are clearly presented and documented, it is equally important to recognize that relationship development is not a job for just one member. And yes, the governance committee is equally responsible for monitoring and acting when members fail to observe the norms.

4. Proactively Conduct Board-Wide Relationship Development Activities

The governance committee can initiate and institutionalize a variety of regular, periodic and one-off activities that reinforce the role and importance of relationships between and among board members.

I know this might make some people roll their eyes (myself included), but I’ve seen firsthand how activities like “getting-to-know-you” moments, yearly reflections on progress and even full-day retreats can strengthen relationships on the board. These activities play a big role in improving decision-making, both day-to-day and in critical moments. I truly believe they’re worth the time and effort.

5. Encourage the Executive to Play a Role

While the executive/CEO informs board activities, both the board and executive/CEO need to recognize that their success is closely tied to their relationship, especially when it comes to trust.

For this reason, the board chair and the governance committee do well to ensure that the Executive/CEO is included in (not required to manage) all board development activities, especially those focused on relationship-building.

At the same time, board members should remember that having a good relationship with the executive/CEO doesn’t mean they should micro-manage operations — that’s the executive/CEO’s role.

The preceding blog was provided by an individual unaffiliated with NonProfit PRO. The views expressed within do not directly reflect the thoughts or opinions of NonProfit PRO.