Nonprofit Arts Board Members: “Oughta” Just Won’t Cut It
You know what you really oughta do? Stop telling other people what they oughta do.
“Oughta.” The “O” word.
Board members are not consultants. They advise, to be sure, but a good board member does not see him- or herself as a consultant. Consultants are paid to tell the truth to the organization in order for the organization to thrive (although too many are paid to echo the opinions of the board member responsible for hiring them, to the detriment of the organization).
Consultants have no “skin in the game,” as it were. They come, they work, they counsel, they hold hands, they provide insight, they produce a report, and they’re done. The nonprofit can choose to follow, misread, or dismiss the findings and recommendations.
Board members are employees who have to pay to be there. It’s an odd relationship. Board members’ activities are sometimes guided by the executive director, who in turn, reports to the board. Other times, their activities come straight from a board chair. In a few organizations, orders come from a development director.
Consultants often report with blunt precision. “Your plan of action is X, and here’s why. And here’s what will likely happen when you do it successfully.”
And yet I’ve heard more than one board member, uninformed about their true responsibilities (either by the organization’s leaders or by a generalized “how to” book), say the “O” word at a board meeting.
“You know what you oughta do” is the preface to something to which the speaker has no connection — and worse, no intent of connection. It comes from a combination of that board member’s insecurity (“What am I doing here?”), imposter syndrome (“Why do they think I should be here?”), and a lack of communication between the board chair, the executive director, and that board member (“What do they want from me?”).
What do you want from them? Money? Time? And that’s it? Do they know that?
Look, serving as a board member for a nonprofit arts organization can be expensive.
· Donation: one of the top 3 that donor gives in any particular calendar year (which goes both ways — if it’s a million bucks, it’s a million bucks; if it’s $50, it’s $50)
· Season tickets or membership (not tax deductible as a donation)
· Table at the gala (8 seats? 10 seats? Purchased as a friend-raising tool or purchased and re-sold)
· Special gifts (capital campaign, unforeseen repairs, emergency funding)
But it also doesn’t have to be expensive. As you can see from the examples, a board member’s connections to the community (and their response thereto) might not cost them personal wealth.
A good board member or a well-staffed organization, if they can find the time to do so, should probably put in 8 hours every month reading financials, reports, and serving on key committees.
When someone wants to serve on your board, you (board chair, governance committee chair, executive director, etc.) have to tell them. And if you want them to get a pass on some key portion of their responsibility because their name looks good on the letterhead, you need to tell them that, too.
When someone is not made aware of their responsibilities until a contract is thrown in their face (you do compel your board members to sign a contract detailing their respective job description, don’t you?), they can get angry.
And when they get angry, even quietly so, they say things like, “You know what you oughta do.” It’s their passive-aggressive way of telling you that this will be their last term. Or last meeting.
But what about small boards of small organizations?
Smaller organizations often have board members that are employed not merely as zealots, but also as finance, marketing, development, or artistic associates. As volunteers, they are employees that work for $0/hour, so they, too, must have job descriptions.
Remember, though, that when most people think of “volunteering,” this is what they’re picturing:
Their work might substitute for a donation (if so, that number should be quantified). Alternately, that person might be better suited to an advisory council, which has no state-mandated requirement or fiscal responsibility. If the company were to go belly-up, that person would be exempt from liability (unlike board members, who are responsible for debts — talk to an insurance person about Directors and Officers Insurance).
In any case, however, what your board members do, what they think they do, and what they absolutely will not do are things you should be talking about before they become board members. Too often, nonprofits — especially in the arts — are so desperate for board representation that they promise board candidates that little to no work will be involved.
And finally, it’s not up to the executive director to tell board members their respective responsibilities. The executive director has enough on the plate already. It is the board chair (or the board’s governance/executive committee) that has that job, as distasteful as it may seem.
In the magical world of “should,” staff time should never be spent chasing down a board member for an annual donation. Season tickets and gala tables should be purchased at the earliest possible time so as not to spend money on second and third notices. If it happens once, it’s a learning experience. If it happens all the time, and a recalcitrant board member continues to cost the nonprofit time and money, perhaps that person is best qualified to be an ex-board member.
And that’s no great shame. It takes a very special, determined person to be a good board member. Not everyone can do it well. And it has little to do with their own personal wealth.
So, you know what you oughta do?
After reading this article, you know.
Based in Kirkland, Washington, Alan Harrison is a writer and speaker specializing in nonprofit organizations, strategy, the arts, and life politics. His columns appear regularly in major publications. Contact him directly at alan@501c3.guru.
If you’re feeling generous or inspired, just click on the coffee cup above. You don’t have to, of course, but if you can afford it and find some value here, please provide the desperate need for caffeine.
Alan is always looking for good opportunities to write and consult for nonprofits that need a hand. And, of course, that elusive Perfect Opportunity™.
