If you’re a CEO or other executive at an NGO, you likely already know that governance boards are essential to the success of your organisation. But you may not know there are several ways these boards can go wrong—and how you can fix them. Here are some of the most common problems and their potential solutions.
- Lack of Foresight
One of the most common problems with governance boards is that they lack foresight. They get so bogged down in the day-to-day minutiae of running the organisation that they don’t take the time to step back and think about the big and long-term picture. As a result, they’re constantly playing catch-up instead of being proactive.
The solution to this problem is simple: give your board members the tools they need to be more strategic. This might include providing training on strategic planning or hiring a professional facilitator to help them with the process. You should also make sure that board members have access to data and other resources that they can use to inform their decisions.
Encourage your board members to take some time each month to think about the organisation’s long-term direction. What are your goals? What challenges do you anticipate? By taking a proactive approach, your Board will be better equipped to make decisions that positively impact your NGO’s future.
- Micromanaging
Another common problem with NGO governance boards is micromanaging. Board members may feel like they need to be involved in every aspect of the organisation, from hiring and firing staff to crafting marketing messages to speaking at events. This can be overwhelming and confusing for staff and ultimately leads to burnout.
Reminding board members that their role is governing, not managing, is essential. They should provide oversight and guidance but leave the day-to-day operations to the staff. If board members struggle with this, consider creating subcommittees focused on specific areas like finance or marketing. This will allow them to be more hands-on without overstepping their bounds.
At the same time, the opposite of micromanagement is no management and no governance. The Board should not be allowed to fall into the trap that they are just advisors, and all the work must be done by staff or only takes place in board meetings. Clear job descriptions, a good induction process and decisions and action-focused board meetings can ensure the whole Board carries their weight and that the skills they came to the Board are not wasted.
- Lack of transparency
Another issue plaguing many NGO governance boards is a lack of transparency. Board members may be reluctant to share information with other members or staff, which can create an environment of mistrust. This can lead to significant problems if issues are not addressed early on.
One way to encourage transparency is by holding Board meetings in open sessions whenever possible. This will allow all Board members access to information and diminish any feelings of secrecy or exclusivity. Another way to foster transparency is by encouraging open communication between Board members and staff. Encourage Board members to reach out to the team with questions or concerns and let them know their input is valued. Just ensure it is regarding strategic direction and doesn’t allow them to get caught up or interfere with operational matters unless desired.
- Not leveraging diversity
Another mistake that NGO governance boards make is failing to leverage the diversity of their members. A board of people from different backgrounds and experiences can bring a wealth of perspectives to decision-making. However, this potential is often squandered if board members are not encouraged to share their unique views.
One way to encourage diversity is by ensuring a solid and diverse membership base and that all board members feel comfortable sharing their opinions. Create ground rules for discussion or provide training on how to have productive disagreements. You should also make an effort to solicit input from a variety of sources when making decisions. This will help ensure that all voices are heard and that the organisation makes the best decisions.
- Failing to plan for succession
One of the most critical responsibilities of an NGO governance board is to plan for succession. This means ensuring a pipeline of qualified individuals who can step in and take on leadership roles when needed—unfortunately, many boards do not do this.
One way to ensure succession planning is to prioritise it for the Board. This might mean setting aside time at each meeting to discuss succession plans or creating a subcommittee focused on this issue. It would help if you also encouraged board members to recruit and train potential successors and provide them with mentorship and guidance. By taking these steps, you can ensure that your NGO is prepared for the future.
- Not being accountable
NGO governance boards ensure that the organisation is run effectively and efficiently. However, many boards fail to hold themselves accountable for their action or non-action. This can create a culture of staleness, groupthink and lacklustre governance, or worse, impunity where board members feel like they can act without consequences.
One way to encourage accountability is by setting clear expectations for board members. This might mean creating a code of conduct or training on ethical decision-making. You should also ensure mechanisms are in place for reporting misconduct and addressing complaints.
These steps can create an environment where board members are held accountable for their roles.
7. Failing to adapt
Another mistake that NGO governance boards make is failing to adapt to change. The world is constantly evolving, and organisations must adapt to remain relevant. However, many boards are reluctant to change their approach, policies, or procedures, procrastinate on difficult decisions or uncomfortable conversations and even when it is clear they need to.
One way to encourage adaptation is by encouraging board members to be open to change. This might mean training on change management or holding discussions on the benefits of change. You should also make an effort to review and update your policies, plans and service delivery models regularly. This will help ensure that they are responsive to the needs of the organisation and the world around them.
- Not being strategic
An NGO governance board is responsible for setting the direction of the organisation. However, many boards fail to be strategic in their decision-making. This can lead to reactive decision-making and a lack of clarity about the organisation’s goals. Too often, strategic plans read more like operational plans. At other times, boards never move on from strategic planning and reviews and become trapped in a cycle of reviews and inaction.
One way to encourage strategic thinking is by training board members on strategic planning and execution. This might mean providing resources on the topic or bringing in a facilitator to help lead discussions. It would be best if you also made an effort to link the Board’s decisions to the organisation’s overall strategy. This will help ensure that the Board is always thinking about how its actions will impact the organisation’s ability to achieve its goals.
- Being blinded to reality by ego
It’s easy for NGO governance boards to become blinded by their collective or individual own ego. This can lead to a sense of entitlement and a belief that the Board knows what’s best for the organisation without considering other points of view.
One way to encourage humility is by setting an example for board members. This might mean being open to feedback and criticism or admitting when you’ve made a mistake. It would help if you tried to create an environment where all voices are heard and respected. Ensuring decisions are based on evidence lead practice and service user-driven. This will help ensure that the Board doesn’t become overly confident in its abilities and that its decisions are informed.
- Being risk-averse
Many NGO governance boards are risk-averse, leading to reluctance to try new things. Experience can often trump creativity and nimbleness. This can stifle innovation and prevent the organisation from achieving its full potential.
One way to encourage risk-taking is by creating a safe environment for experimentation. This might mean establishing a fund for new initiatives or setting aside time for brainstorming sessions. Create an environment where failure is seen as an opportunity to learn. This will help ensure the Board doesn’t shy away from new ideas.
By avoiding these mistakes, NGO governance boards can set their organisations up for success. By taking proactive steps and being strategic in their decision-
These are just a few ways NGO governance boards can go wrong—and how you, as a CEO, can help fix them. Remember, it’s vital to encourage foresight, discourage micromanaging, and promote transparency within your Board if you want it to function effectively. With these tips, you’ll be on your way to having a successful and impactful board!
What other mistakes do you think NGO governance boards make? Let us know in the comments below!
Leave a Reply