Balancing Roles for Stronger Board-Staff Partnerships

When I was a nonprofit executive director, I held a grand vision for how I could engage my board members. The first step was to ensure that they were overseeing rather than overstepping.

During my recent certification program as a nonprofit governance consultant, this subject came up A LOT. It can be a huge challenge to determine the appropriate role of the board vs. staff, especially if you're a new leader, new to the sector, or entering an organization with tricky board dynamics.

I find it useful to think about it this way.

Oversight vs. Management: Boards keep the mission on track and ensure accountability, while the staff manages the daily activities that drive progress.

Strategy vs. Operations: Boards help set the direction, while the staff turns strategy into action.

Advising vs. Instructing: Board members offer expertise and insights, while the staff makes the calls on execution.

Problem Solving vs. Personal Preferences: Boards focus on mission-driven solutions, rather than their individual opinions or preferences.

Finding Balance, watercolor by Ian Mutton

What Nonprofit Leaders Need from Their Boards

Running a nonprofit is a complex leadership role. The relationship between the board and chief executive is critical to success. Through conversations with dozens of EDs and CEOs, it’s clear they want board members who are actively engaged. In practice, this looks like:

• Showing up—attending board meetings and events.

• Participating as thought partners in strategic discussions.

• Weighing in on key decision-making.

• Using their skills in ways that align with their interests and the organization’s goals.

• Serving as resource generators—opening doors to community leaders and potential funders.

• Meeting board expectations, such as participating on a committee, sharing expertise, and making an annual financial contribution at a personally meaningful level.

What Boards Need from the Organization’s Executive

On the flip side, I’ve heard from many board members that to be effective in their roles, they need clear communication and direction from the chief executive. This means:

• Regular updates on successes and challenges so they feel informed about important issues.

• Tools to help them confidently tell the organization’s story and serve as strong ambassadors.

• Clear accountabilities and deadlines—making it easy for them to understand what’s expected.

• Specific requests for support. So, instead of a broad ask like, “Can you introduce us to people in your network?” try, “Does anyone know a decision-maker at Michelin who oversees event sponsorship?” Clear requests make it easier for board members to take action in the moment.

At its best, the board-staff relationship is a true partnership. When you’re working in sync—staying in the appropriate lanes but actively supporting each other—you strengthen the organization, as well as the bonds of your trust.

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