Hold the executive director accountable but give her a direction to go

• DOI: http://doi.org/10.1002/ban.30674
• Date: 01 April 2018
• Published date: 01 April 2018

© 2018 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

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

Editor: Jeff Stratton

Supplement

Sort policymaking from management issues

Once a board and administrator team has de-

fined respective roles, it’s important to stick to this

definition. Every time the board makes a decision

to become involved in a specific issue, it runs the

risk of overstepping its bounds.

Here are two litmus tests to help the board

determine whether a decision is its to make—or

whether it is best left to the executive director. To

determine if an issue is policy-related, ask:

• Will the decision help determine procedures

activities, programs or services that affect the

entire organization?

• Is the decision required by law or regulatory

agencies?

• Is the issue something the administrator has

requested the board to make a decision on?

A “Yes” answer to any of these questions means

the board is looking at a policy decision that

needs to be addressed by the full board. To de-

termine if the issue you face is management’s to

handle, ask:

• Does the issue affect an individual employee?

• Does it relate to the efficiency and quality

of service provided by a specific department or

program?

• Does the issue relate to an administrative

area that is operational in nature or affect specif-

ic units or departments versus the entire organi-

zation?

A “Yes” answer to any of these questions means

the decision is probably best left to the executive

director. ■

Hold the executive director accountable

but give her a direction to go

Your administrator needs clear direction from

the board. So define for her what the board ex-

pects by setting goals.

Then evaluate her performance each year. When

the executive director achieves the board’s goals,

be sure to reward her. ■

April 2018 Vol. 34, No. 8

Quiz separates CEO’s role from board’s

The CEO’s role in the management of the orga-

nization’s staff is all-encompassing. The CEO is

responsible for hiring, firing, supervising, evaluat-

ing, promoting and disciplining all employees. The

administrator needs the authority to do this as

necessary. As a board member, judge your CEO by

the performance of the entire organization—not of

individual staff members.

A quick quiz to determine if your board sepa-

rates policy from management in the areas of

personnel management:

The board sets broad policies that affect per-

sonnel, but the CEO is responsible for writing job

descriptions, and hires, supervises, promotes,

evaluates and fires staff: Yes or No?

If “No,” how can our board improve? ■