A dozen times or so throughout my lengthy Executive Director career, a remark was made to me that always stuck out: "You can get anyone to do anything." Anytime I heard it, the person saying it had a smirk on their face. They figured me out. Here is how I came to be so successful at leadership at the level of the Board.
As Executive Director, you are the bridge between the organization's work and the stewards who oversee it. The stewards are the Board, and they have their hands on the dial of keeping the doors open. Your role is to identify their strengths and life experiences so you know where to include them, how to inspire and move them, and where to plug them in.
Rule #1: Be willing to swing the bat, and be willing to strike out.
You know what the need is to be produced or achieved, and you want the best person to do it. Too many people scan, profile, filter and wonder. I never did all that. I just swung the bat. It was either going to be a hit, or I was going to strike out. I knew I'd learn something even if the answer was no. The courage to ask is what drove my success. It can drive yours, too, if you're willing to strike out.
Rule #2: Perform your role as “the bridge” one-by-one.
Your Board members have life experience to offer, and it's your job to be the bridge. A finance person who is always steeped in analysis must be bridged to the human part of the organization. If the Mission is marginalized youth, it could be—"This is what it's like when kids have no breakfast. This is what it's like when you're in fourth grade and can't read." So much of your nonprofit's work is way outside their reality. They can't see it until you point it out. You are the bridge.
Rule #3: Establish a never-to-be-missed Board member orientation.
Many years ago, I recognized that the Board needs a playbook. In the beginning, I failed to tell the Board what their role was. I expected them to show up already knowing. When I finally understood that I had a role in crafting their participation, I decided to get the playbook going right from the start.
As Executive Director, you have an opportunity to create and shape the role of everyone in that Boardroom. Specifically, 1) What your organization does, 2) What is expected of the Board as a whole, and 3) What is expected of them as a Board member. This is laid out before they go to their first Board meeting by the Board Chair and the Executive Director. This is also where you begin building a one-to-one relationship. If you skip this step, you'll be playing hopscotch around that Board table without a focus, without a plan, without confidence, and without trust—all because you failed to front load their experience with an orientation.
Rule #4: Embrace the leadership opportunity that Board meetings offer.
I am well aware of the aura Executive Directors exude at Board meetings; it's a job vs. an opportunity. The dread comes from your own insecurity. This problem is solvable if you are willing to put thought and planning into Board meetings. What would it take for you to be willing to build trust and confidence as a leader?
Rule #5: Plant seeds and be ready for the opportunity to move on them.
I'm asked all the time how I managed to get a Board to say yes to what eventually became a small-scale lottery that transformed an entire community and the marginalized youth who live there. At the time, it was a "crazy idea" I pitched to a Boardroom full of initial smiles, then smirks, followed by, "You think people will actually do this? Not a chance." That day, I walked out with a YES. What I know, is that yes was sourced from how I showed up as an Executive Director in Board meetings before I ever walked in and pitched the "crazy idea."
First, I was consistent. How I presented on the issue was the way I always presented on issues— with logic and specifics. Nothing left to whimsy or vagueness.
Second, I shared my uncertainties. If I thought something had a loophole or a landmine, I laid that down early in the conversation and I made it clear that it was not going to stop me.
Third, I followed up. If a question was asked or if someone wanted more information, I made a commitment to follow up. I was known for it.
Fourth, I stood in my confidence. Anytime I brought a new idea or direction forward, I was fully committed. I had done the thinking behind it. This is the only way to combat doubt, rebuttals, and questions in a Boardroom. If you haven't stood in the success of what it is you're bringing forward, if you haven't bought into it fully yourself—you won't get others to buy in either.
When you recognize that you have the power to create and shape the role of everyone in the Boardroom, you can begin right now. It is never too late to turn the ship around. The Board represents different circles of your community, and they bring perspectives. Your success as Executive Director starts with the quality of what you present to them, how you show up to work with them, and your willingness to fully play the game.
Sheree Allison merges the worlds of fundraising, marketing, and leadership combined with an entrepreneurial spirit to train and develop nonprofit leaders who are committed to building a world class organization. Check out her book “The Non Profit Book of Wisdom - One Executive Director Who Couldn’t Be Swayed” and her weekly column at www.shereeallison.com.
