Despite differing sizes, maturities, and purposes, many nonprofits suffer from overly passive or disconnected boards. If your nonprofit’s board of directors is not enthusiastic about its role and the organization’s work, the organization may not reach its full potential.

Board members often witness the symptoms of their discomfort, but are unable to articulate the root causes and are unable to offer solutions. Step away from your board of directors for a moment and read the list of issues below. Do you know these complaints? Can you imagine going through the solutions provided? Are there other steps you could take to strengthen your passive board?

Send this article to your board members today and start talking about possible solutions.

PROBLEM ONE Mission Scope Slippage Over time, we’ve begun to do too much for too many people. We are no longer sure what our priorities are and where we should focus our time. Things get overlooked and staff are overloaded.

RECOMMENDATION It is most likely too spread out. Perhaps some of your programs are not well managed. Conversations must take place with the keyboard and personal staff. Make a complete list of all your programs. Decide the focus of your organization. Make sure you have the resources to manage these programs well. Drop some projects or programs if necessary.

PROBLEM TWO Staff and board are out of sync The board is working on some things, the staff is working on other things, but one hand doesn’t really know what the other is doing. Sometimes we seem to be out of control.

TIP Stop and assess what the staff is doing and what each of the board committees is doing. Assign staff members to appropriate board committees. Design an Executive Board Report that highlights the measurable results of the organization’s key programs and projects. Focus staff and board committee efforts on the organization’s top priorities.

PROBLEM THREE The executive committee does it all It’s just easier with fewer people. The Executive Committee can have a meeting before the board meeting and discuss, digest and make recommendations to the rest of the board on most issues. Some board members are doing all the work, others don’t seem interested or involved.

RECOMMENDATION Slowly phase out the Executive Committee over time and ask board committees to come to board meetings with clear and direct recommendations to the entire board. Expect more from every board member and empower board committees so everyone has an opportunity to contribute.

PROBLEM FOUR There is no clear sense of where the organization is going It seems that the organization is just staying afloat. We do not have annual goals for staff or actions for the board. We just come to board meetings and hear the same thing every month. And we always seem to be worried about money.

RECOMMENDATION As a board, sit down with your executive staff and decide on the three most critical changes that need to take place in the coming year. Decide how the board can support those activities (including fundraising) and how the board can monitor and support the progress and results you want to achieve.

PROBLEM FIVE The Board does not oversee the organization The staff seem to be doing just fine without us. We’re not really sure what we should be doing. It’s hard to know what the staff are doing and we don’t want to interrupt their work when they’re so busy.

RECOMMENDATION Think of the 4 or 5 key programs or projects of the organization. Decide which facts, figures and trends the board should review at each board meeting to provide oversight and support for your organization’s top priorities. Ask the CEO to come to board meetings armed with this information. At the same time, work more closely with staff to start discussing the future. Describe where you want to be in 5 or 10 years and determine how you can work together to make that future a reality.