I’ve served in leadership and Board roles in non-profits a number of times over the years. I’ve been a Secretary, Vice President, and President, in addition to serving on boards. I’ve learned some things about what makes a Board work.
Foremost is that the primary goal of the leadership should not be to make decisions, but rather to defend the power of the Board. I’ve served in organizations where tensions develop between the Executive Director and the elected leadership. And sometimes Presidents bring their own agenda that they would like to push through. It can feel simpler for the leadership to try to push their own agendas and treat the Board like a rubber stamp. But the leadership needs to resist that. The Board should remain in control and the leadership should only decide when the Board cannot.
Second, any decision you make as a Board is going to make some people unhappy. In dysfunctional organizations, the leadership can become paralyzed because it can feel like only way to avoid making people angry is to do nothing. Of course, doing nothing will also make some number of people angry. But it also guarantees the organization will founder and drift, rudderless.
A former Chancellor at my university had a saying about leadership that’s stuck with me. He said, “Money matters, quality counts, and time is the enemy.” Point being, money matters, but it’s not everything. Quality counts. If something is worth doing, it may be worth doing badly. But you need to prioritize, make tradeoffs, and not try to do everything if it means that everything is bad. Finally, the more time you spend deliberating and deciding will put the organization behind.
Since my recent election to SFWA, I’ve been reassured to find that the Board and leadership are aligned and prepared to work on addressing the real challenges that exist. I have great confidence that we are well positioned to more forward together as an organization.
One more observation: Shortly after I assumed a leadership position for the first time, I discovered an interesting phenomenon. The moment you step into the role, it’s like a target gets painted on your back. You assume ownership of all of the problems of the organization. And people who bear some grudge against the organization immediately start targeting you. So it has been here.
You can’t let it stop you.
