MANAGIN

G UP-M

ANAGING

DOWN: T

HE BOARD E

XECUTI

VE

PARADOX

J U L I A C L A S S E N

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THE AURORA TEAM

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FIRST STEPS: ROLES

What is the role of the Executive?What is the role of the Board?

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• Type of board (Operational, Policy, etc.)

• Staff resources• Organizational

size, • type, scope,

development

SUE STEVENS ORGANIZATIONAL DEVELOPMENT

Idea Start-up

Growth

Mature

Decline

Terminal

Turnaround

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CONTINGENCY THEORY

“It depends”

Composition of boardsFunders, major donorsFoundersRepresentativesMandated composition

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POWER IN AND AROUND BOARDS

CEO-Dominated Board

Chair-Dominated Board

Fragmented Power Board

Power-Sharing Board

Powerless Board

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CEO-DOMINATED BOARD

Board CEO

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CHAIR-DOMINATED BOARD

Chair CEO

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Representing outside stakehold

ers

Differing

beliefs or

ideologie

s

Difficu

lt to

make decis

ions

or no decis

ion-

making

proce

ss,

decisions d

o

not stic

k

Competition for

power

Conflict, blaming, and game playing

FRAGMENTED BOARD POWER

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Committed to equality and democracy

Participatory decision-making

Consultation with all

interested parties

Extensive communicatio

n and consensus

De-emphasize formal

positions, titles, and

fixed committees

POWER-SHARINGBOARD

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The Board

No clear board roles

and responsibili

ties

No strong leadership

Apathetic and

aimless

Indecisive, poorly

organized, and poorly attended meetings

Lack of planning

and communica

tion

POWERLESSBOARD

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BOARD CHAIR-EXECUTIVE

Most critical relationship

Board management

Organizational Spokespersons

Leadership

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THE PARADOX IN A NUTSHELL

The Executive as supervisee of the Board

The Executive Manages the Board

The Board as organizational leader

The Executive as organizational leader

The Board needs information from the Executive to make decisions

The Executive often determines what information to give the Board

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6 TIPS ON MANAGING UP

1. Facilitate interaction in board relationships

2. Show consideration and respect toward board members

3. Envision change and innovation for the organization with the board

4. Provide useful and helpful information to the board

5. Initiate and maintain structure for the board

6. Promote board accomplishments and productivity

Adapted from “Executive Leadership” Robert D. Herman and Dick Heimovics in the Jossey-Bass Handbook of Nonprofit Leadership and Management, Second Edition.

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AuroraConsultingInc

aurora@auroraconsult.com

612.871.8882

THANK Y

OU!