Managing Volunteer Board Members: Mission Impossible?
Forty years in the nonprofit sector have given me ample opportunity to work with all kinds of volunteer board members. I am a firm believer, as my tag line indicates, that nonprofit organizations are “all about the people.”
Do I really consider managing volunteer boards to be “mission impossible?” No, that would be an exaggeration. But the truth is that strong volunteer management strategies will serve you and your organization well.
How do you deal with difficult personalities on the board and how do you keep them from negatively impacting the group? How do you keep all volunteers engaged when there are obviously some outspoken members among them? Here are a couple of scenarios that reflect what I’ve experienced on my nonprofit boards, along with tips for how to address them:
Bill the Bull Horn
Bill is the volunteer who always has something to say and has a comment for every report given during the meeting. He is known to get loud, assuming that volume will help get his point across more effectively. Bill often interrupts and can easily move the group conversation into a different, and often unwanted, direction. Do you have a Bull Horn Bill? What do you do?
Strategy: One strategy is to institute a policy of “raising one’s hand” to speak – this will provide some control. Ask your president, who should be running the meeting, to utilize a “parking lot” for distracting issues, meaning, you place them on a list of things to “get back to” once the current discussion concludes. Employ the 3-response rule to some discussions, allowing 3 comments pro and con to the issues so as not to prolong unproductive debate.
Negative Nellie
No matter how good the idea, Nellie will find something wrong with it. This is the board member whose glass is always half empty. “How are you today” becomes a loaded question. Other board members begin to wither under the cloud of negativity in the room, and the negativity can quickly turn into complaints and unproductive criticisms about almost everything. Do you have a Negative Nellie? What do you do?
Strategy: Consider asking Nellie to turn her concerns into a positive outcome. It is always much easier to approach challenges from a positive posture than a negative one. Try to create a balance in the room by asking others for a counter positive position for each of her negative positions. Address unsolicited criticism with the need for a solution. As a rule of thumb, ask board members who are willing to criticize to offer a solution as well.
Founder Frank
Oh boy. We all have a Frank. You know, the one who founded the group with loving care and has nurtured its growth for many years. Frank often acts as an owner of the organization, rather than as a volunteer. He often feels, and states clearly, that the old ways are the best ways and will try to derail any new initiatives. He opposes any type of innovation and can sometimes come across as an authoritarian. How best to handle Frank?
Strategy: Institute term limits. Term limits will not only address founder issues, but they will also keep your board stocked with fresh volunteers. Founders can also be elevated to honorary or emeritus membership, allowing them to serve without the obligations of full board membership.
Create a mechanism to recognize and honor the accomplishments of founders outside of the work of the board, perhaps through an award in their honor. This will go a long way to keeping the founder’s legacy alive.
Failure to Launch Lois
Lois is the board member who volunteers for everything and accomplishes nothing. If there are assignments being handed out, she takes most of them, but rarely completes any. She does not answer emails or phone calls inquiring about the status of tasks. When approached she often looks puzzled by your overture, but then shares a menu of excuses for why the work has not been completed. When you offer to lend a hand, or to find someone to help, Lois is often not willing to step aside. Do you have a Failure to Launch Lois? How can you turn her inaction to productivity?
Strategy: Start with assigning only one task at a time to Lois. All assignments should be light, and very specific. Always avoid an open invitation like, “Would anyone like to volunteer for…” In fact, it is much more strategic to match volunteers to tasks, making the most of the skills and expertise available to you. If Lois continues to be problematic, reintroduce her to the board position description and explore with her whether she really has the time to serve (since she doesn’t seem to be able to accomplish much).
Disengaged Dennis
Based on the feedback I am hearing from clients, lack of board engagement seems to be a universal problem among nonprofit organizations. Dennis is a member of the governing board. He rarely attends regular meetings. If he does attend, he shows up late and leaves early. During meetings Dennis is often on his cell phone, does not volunteer to take on any assignments, and has no networks with whom he will share organizational promotions. Of course, Dennis does not fund raise or friend raise, and must be hounded to make his own personal gift. With Dennis, you almost want to ask, “Why are you here?”
Strategy: With a strong and detailed board position description, set benchmarks for participation, especially for involvement in fundraising activities. Include regular evaluations of board members and the board as a whole to ensure that the benchmarks are being met. If the board member continues to disregard those responsibilities, then consider moving Dennis off the board to another volunteer position that might work better for him,
These – and many other - volunteer challenges could be solved through thoughtful board position descriptions, evaluations, and term limits. Board position descriptions set the tone for expectations and evaluations help keep everyone on track. Term limits strengthen leadership succession and to keep the board fresh and motivated, while providing a mechanism to address Bill, Nellie, Frank, Lois, and Dennis. Taken together, these strategies will enhance your board member recruitment efforts by demonstrating that everyone involved understands what is required to build a strong nonprofit and is ready to contribute accordingly.
Group dynamics can make or break your volunteer board, which ultimately impacts the performance of the organization and the community it serves. With a shared vision for the role of the board, a commitment to accountability and a mechanism to ensure continued renewal, your organization will have the leadership it needs to succeed.
Do you need more volunteer management strategies to help your board achieve even greater success? Learn how The More Than Giving Co. can help by scheduling a complimentary, 20-minute consultation with me here.