The Board Committee Structure That Causes the Most Confusion

This summer, one of my LinkedIn posts struck a nerve—over 300 likes, 45 comments, and 15 shares. The topic? Board committees.

In my work with nonprofit leaders, this subject comes up a lot. I've seen how committee structures can support healthy leadership dynamics or create ongoing tension.

Dazed and Confused, watercolor by Ian Mutton

My core advice: Board committees should focus on governance.

If your board has a program committee, events committee, or other operations-related committee, here's a gentle nudge to pause and reconsider.

When board members get too involved in day-to-day management, the lines between oversight and execution get blurry. And it’s hard to hold people accountable if they’re not under your supervision.

This doesn't mean that board members can't contribute their skills to programs, events, or other operational tasks. It just means those efforts shouldn't be housed under the board's authority. This even applies even if your organization is in start-up mode or has a very small staff.

That’s because setting clear ground rules—and providing education on effective board roles and responsibilities—makes it far easier to build a governance-focused board now, rather than facing an uphill battle when your organization grows and matures.

A better approach is to separate implementation from oversight. Here’s how.

• Create organizational committees for events, programs, or other operational work. Include staff, volunteers, and one or two board representatives who have the time and interest to help.

• Keep board committees focused on governance-related responsibilities like finance, board development, advancement, and strategic planning.

This shift can prevent tricky power dynamics, clarify accountabilities, and free everyone to focus on the work that truly belongs to them. The result: a collaborative partnership between board and staff—and a stronger organization overall.

If your board would benefit from greater clarity around its appropriate role, explore our board education programs or email me to discuss governance consulting.