The Foraker Group

Why are nonprofit CEOs resigning in record numbers? In their research for Leadership Lost: A Study on Executive Director Tenure and Experience, Timothy Wolfred and Jan Masaoka concluded that board dysfunction or lack of board support are either the “first or second reason” why CEOs are leaving organizations. They contend that four key issues may be at the root of this conflict between boards and their CEOs.

• The organization’s mission
• The organization’s values
• Agreement on how success should be measured
• Agreement on who should do what – the board or the staff

Agreement on these points goes a long way toward developing a harmonious and productive relationship. A sustainable organization will have a competent CEO, along with a skilled board that actively complements, challenges, and supports the CEO. The board should not micromanage, but it also should not accept verbal assurances from the CEO without backup. It must have adequate meetings, for both the full board and its committees, to ensure that everyone’s responsibilities are fulfilled.

Besides having a capable leader in the CEO position, balance with the board can only be maintained with a competent board chair. Many chairs move into their role because no one else wants the position. That’s hardly a strong endorsement for an organization’s volunteer leader. Board chairs need many of the same qualities as the CEO – vision, commitment, innovative thinking, and problem-solving ability. Most important, the chair needs to be focused on the success of the organization in the same way as the CEO.

–Dennis

Dennis McMillian is President of The Foraker Group, a nonprofit capacity building organization based in Alaska, and the author of Focus on Sustainability: A Nonprofit’s Journey.