Building a role‐savvy board

• Published date: 01 December 2017
• Date: 01 December 2017
• DOI: http://doi.org/10.1002/ban.30594

© 2017 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

View this newsletter online at wileyonlinelibrary.com • DOI: 10.1002/ban

Editor: Jeff Stratton

Supplement

Avoid these bylaws problems

Misuse of bylaws can create problems for a

board. Here are two examples:

1. Problem area: Board size. If the board size

requirement is dropped from the bylaws because

the organization is looking for new members, be-

ware. The organization is then put in a position of

holding board meetings that are in noncompliance

with the bylaws.

2. Problem area: Term limits. The issue of

term limits and boards can be a real psychologi-

cal challenge for a board. Here’s how: It’s hard to

force people who “love” the organization off the

board through term limits. This is especially true

when prospective board members are not lining

up around the block to join. This can create a

leadership vacuum for the board when the by-

laws are specific about term limits and the board

ignores them. ■

Develop a full understanding

of your organization

The Minnesota Council of Nonprofits, in its

“Board Characteristics and Qualifications” re-

source, said board members should be active in

developing an understanding of the mission, the

organization’s finances and changes in the envi-

ronment in which it operates.

“In addition to carrying out their fiduciary du-

ties, and employing their unique skills, board

members should orient themselves to the broad

context of organizational activities,” the Council

said. The council recommends two ways to do this:

1. “Have an orientation for new board members

so they can get familiar with organizational proce-

dures, policies and operations.”

2. “Board members can continue to develop

their understanding of the organization by look-

ing over important documents and communicating

with various stakeholders throughout the organi-

zation (e.g., other board members, staff, volunteers

and clients).”

For more information, go to http://goo.gl/

2sNp79. ■

December 2017 Vol. 34, No. 4

Building a role-savvy board

The board’s chair should work with the execu-

tive director to ensure that:

• Board members realize that they have no

power as individuals and can only act as a board

that has reached a decision in a legally consti-

tuted board meeting.

• Board members realize that their executive

director takes direction from the full board, not

individual members.

• Board members realize that they are policy-mak-

ers not policy implementers and do not cross the line

separating policy-making from administration. ■