Are You a Team Player?

• Date: 01 October 2019
• DOI: http://doi.org/10.1002/ban.30986
• Published date: 01 October 2019

© 2019 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

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

Editor: Jeff Stratton

Supplement

Understand the chain of command

for a smooth board-exec relationship

The key to a healthy board-and-administrator

relationship is for each party to respect the chain

of command.

Keep this in mind:

The first time a board member tries to manage

the day-to-day affairs of the organization, she is

wrong. And the first time the administrator tries to

set policy, he is wrong.

That is a nice, concise statement of roles and

responsibilities. If the board and executive director

understand and honor the chain of command, the

relationship should flourish. ■

October 2019 Vol. 36, No. 2

3 qualities of an effective board member

What does it take to be a great board member?

Consider these three traits and look for them in

the board’s recruitment efforts:

1. Commitment to mission. Find people who be-

lieve in the organization’s vision and mission, not

someone looking to pad a résumé.

2. Willingness to devote the time necessary.

Great board members do more than attend meet-

ings. In addition to thorough preparation for

meetings and active participation, ask prospective

board members to assess how best to use their

skills and gifts to advance the organization.

3. Respect for board colleagues. Sharing your

ideas is important, but listening to and supporting

your board colleagues is a vital part of creating an

effective board team. ■

Are You a Team Player?

The board can use the following checklist to

assess the health of its board-and-administrator

team:

• Understand the practical written and unwrit-

ten rules that guide how board members work

together and with the administrator.

• Respect others. The collective wisdom of indi-

vidual board members is essential, and decisions

need to be made collaboratively.

• Back the CEO. The administrator deserves

respect and support for a complex and demand-

ing job.

• Respect the chain of command. Board mem-

bers shouldn’t bypass the administrator when

seeking information, services or assistance from

staff.

• Understand the difference between board and

staff. Board members do not discuss personnel

issues with others. The administrator is respon-

sible for that function of the organization. ■