Table of Contents

• Published date: 01 July 2011
• DOI: http://doi.org/10.1002/ban.20054
• Date: 01 July 2011

© 2011 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

View this newsletter online at wileyonlinelibrary.com • DOI: 10.1002/ban.20054

Board member/big donor creates problems

A board member who makes a substantial

nancial gift to the organization, but doesn’t work

well with anyone on either the board or staff pres-

ents a problem. Do you take his money and put up

with the headaches, or do you cut bait and let him

nd another board to serve?

At the end of the day, you have to live with (and

work with) the board members who you bring onto

the board. It’s not easy to x a board recruiting

mistake, but here’s some advice from Terrie Temkin,

principal, CoreStrategies for Nonprots in Miami, Fla.

•  Get to the bottom of the negative behav-

ior. “Don’t assume he’s trying to be a pain, but

try to nd out why the behavior is what it is,”

said Temkin. During meetings, when the board

member “goes off” he should be asked why he

feels this way, Temkin said.

• Arrange for a counseling session with the 

board chair. The chair can ask questions about how

the member’s board service is going, if he’s getting

what he wants from it, and what the board member

thinks he brings to the board, Temkin said.

•  Stress the board’s norms. Point out that the

norms of the organization are partnership, trust

and respect. Then emphasize that some members

of the organization are not feeling these things

when interacting with him, Temkin said.

•  Suggest resignation if member won’t 

change negative behaviors. “If the individual

isn’t interested in changing his ways, the chair

should say the organization has too many sensi-

tive issues to be working on to deal with board

personalities,” Temkin said. “Point out the board

doesn’t have time to cater to each individual

board member’s needs.”

But don’t live with a problematic board mem-

ber just because of the donation he brings to the

organization, Temkin said. “That’s blackmail,”

she said.

To prevent this problem, Temkin said, try out

board candidates on committee service before ex-

tending an invitation to join the board. This way,

you can determine if they are a good “t” for your

board and nonprot. ■

Be practical, analytical about board recruiting

There are really two steps to nding a solid,

contributing board member:

1. Look at prior practical experience with 

your organization. View your board committees

as a training ground for future board members.

Include people from outside your organization

on committees and you’ll have a chance to see

if they are the kind of person who keeps their

commitments and has value to offer to your

board.

2. Scrutinize names submitted for possible 

nomination. Analyze their level of expertise, their

occupation, their connections, experience and

leadership skills.

To make good choices, you need to be system-

atic and careful. ■

July 2011 Vol. 27, No. 11 Editor: Jeff Stratton

Supplement