Non-Profit Boards: On saying no to problem Board Members BY ALICE KORNGOLD


“Who is the Charlie Sheen in Your Company,” asks Nell Mi- now, Co-Founder and Editor of The Corporate Library. The mo- ment I read those words, I thought of too many nonprofit boards that tolerate problem board members because it’s uncomfortable to “fire” volunteers. Yet, problem board members hinder nonprofits in advancing


vital work in fighting poverty, providing health care, education, and emergency services, preserving the environment, and protect- ing human rights, just to name a few compelling nonprofit caus- es. And although nonprofit board members are volunteers, they have the fiduciary responsibility for the nonprofits they serve— they have the ultimate leadership authority. Minow mentions Mel Gibson and John Galliano as well as


Sheen, noting that enterprises often enable people that are high risk because of their perceived value; ultimately, she claims, nothing is done until it’s too late. Drawing lessons for corporate governance, Minow concludes that, “Everyone needs to hear ‘no’ sometimes, and every company needs someone who knows how and when to say it.” Nonprofit boards can be particularly inclined to ignore and even


enable problem board members. Excuses, and even legitimate concerns, include the following: • His family has been involved with this organization for genera- tions. • She’s been on the board for forty years. How can we remove her now. She’s old... this organization has been her life... what will she do? • His company gives money to this organization. • She makes a financial contribution. • His friends on the board will be unhappy. Let me add that a problem board member need not be as extreme as Charlie Sheen to divert the board’s attention from its work (although they’re out there too). I’ve seen board meetings de- railed on a regular basis by one or two board members who insist on things being done like they were in the “old days” and who menacingly resist changes that are crucial to align with new demographics, practic- es, and financial models. Here’s the price of keeping problem board members: • Financial challenges facing nonprofits are far too strenuous, and demands from the communities they serve are serious. Boards need to focus on their work and their agendas; problem board members are a distraction during board meetings, and for the CEO and board chair. • Problem board members make board meetings unpleasant, thereby driving away your best board members. Good board members have many other choices of boards that have more posi- tive and productive cultures. So you will lose valuable talent, money, diversity, and connections. • Problem board members scare away new board recruits whom your board needs and wants; your board could be losing talent, money, diversity, and connections. • Problem board members will frustrate, exhaust, and ultimately drive away the good CEO whom you need to run your organization. • Problem board members get in the way of your organization maximizing its potential. Just think about the people you serve if you need to find the courage and the way forward. Here are some ways to move a problem board member off, particularly someone who has been generous and who is es- teemed in the community. A highly respected board member, preferably in a leadership position, must talk with the problem


FAIRCRACKER FALL 2015


board member one on one. It cannot be the nonprofit’s CEO; it must be a board member. Ideally, it’s the board chair, chair of the board governance com-


mittee, or an officer of the board. It’s possible to have a key fun- der involved in the meeting; this will add gravitas if the board member you are addressing is himself a donor. The conversation should begin with appreciation for the board member’s contribu- tions and relationship with the nonprofit. Additionally, if appro- priate, the board member should be offered suitable recognition at the next board meeting (or even at an event), including a plaque, etc. And if suitable, based on the board member’s prior contributions and position in the community, he could potentially be offered an honorary title, or moved to an advisory council or emeritus status, but without the right to attend board meetings or to vote (no meeting attendance or voting is key, since that is where the problems occur). Always remember the mission. And visit the sites where your organization does its work. When you think about the kids you serve, the people in Haiti whom you are helping, the victims of domestic violence whom your shelters protect, the job training and placement that your employment centers provide—that can help motivate you to do what’s necessary to help build a robust and effective board comprised of productive people.


NOTE: This article is re-printed with the permission of the au- thor, Alice Korngold, and was taken from Alice Korngold’s newsfeed at www.fastcompany.com.


Highlands County Fair and Ag-Venture, Inc. raising funds to help volunteer


Pat and Ella Jones Myers of Pat’s BBQ


have always been willing to help make this community a better place by volunteering their services and time. They have hosted countless fundraisers over the years to help individuals, families, and organizations. The Highlands County Ag-Venture board of directors want to help


them with the mounting expenses that are resulting from Ella’s recent stroke. For the last 14 years, Ella has prepared and delivered 150 amazing meals for the volunteers of Ag-Venture for each of the 3 days of the event. She has prepared over 6300 meals out of the kind- ness of her heart. Each year donations from the community have been used to purchase the ingredients she needed. Ella’s cooking skills and her delicious meals have helped entice our volunteers to return year after year. Tickets are available for a drawing to be held Nov. 4th. If you get


this too late for a ticket you can donate to the fund by sending to: 781 Magnolia Ave., Sebring, FL 33870 or call 863-382-2255


35


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48