Ask The Board Doctor: Your child arrested; inform the board or not?

• Published date: 01 April 2018
• Date: 01 April 2018
• DOI: http://doi.org/10.1002/ban.30663

April 2018 • Volume 34 Number 8 3

DOI 10.1002/ban© 2018 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

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Ask The Board Doctor: Your child

arrested; inform the board or not?

Question from a B&A reader:

“My adult child has been arrested on

drug possession charges in a nearby

community. Is this something I

should tell my board about, or is it

my personal business and the board

doesn’t need to know?”

The Board Doctor’s answer: Giv-

en social media and other means that

news gets around, I would call the

board chair and give him a heads-

up because she or he is likely to find

out anyhow. It’s better that she or

he hear it from you than in some

unexpected way. This way, you have

informed the board’s manager. ■

5 stress-busting strategies

Nonprofit consultant Richard Male

offers this advice to help CEOs cope

with job-related stress:

1. Take a break. “Take one step at

a time,” said Male. “Put a small piece

of the puzzle into place and then

work on the next piece. Don’t try to

tackle it all at once.”

2. It’s your call in the end. “You

should listen to advice but ultimately

you have to make the decision by

yourself and live with it,” Male said.

3. Learn from problems. “Challenges

allow you to understand and develop

as a person and a leader,” said Male.

“We learn more from adversity and cri-

sis than we do from our successes.”

4. Don’t revel in the failures of

others. “Tomorrow it will be your

turn to fail,” Male said.

5. Be good to yourself. “There’s a

good reason why they tell you to put

your oxygen mask on first and then

put one on your child,” Male said.

For more information, go to www.

richardmale.com. ■

Provide regular evidence of progress toward the goal

Most administrators understand that

regular progress reports to the board

are crucial to keeping board members

involved in strategic planning.

This keeps board members involved

in the planning process because they are

continually revising goals.

One CEO said his board recently di-

rected him to do a feasibility study for the

nancing of a new program. After checking

into various funding sources, he will get

back to the board with that information.

Then the board will have to revise and rene

the old goal in light of the new information.

This also keeps board members think-

ing about long- rather than short-term

matters and reassures them that things

are progressing.

If board members are constantly re-

minded of long-term goals and the tasks

associated with them, they’ll continue to

focus on the future—not the day-to-day

concerns. Plus, progress reports allow

board members to see what’s being done

so they won’t feel the need to look over

anyone’s shoulder.

You and your staff can provide plan-

ning updates so board members remain

focused on how the organization is moving

into the future. For example, if over the next

ve years the organization wants to collect

statistical information about the people it

serves, periodically, staff should report

what percentage of the surveys you are

using have been mailed and returned—

along with the results. ■