Leading strategically is very different to being involved in day-to-day operations. Ideally, the Board has selected a fabulously competent CEO who, in turn, picks a great team. We want to be able to trust in the processes and let people do their jobs without governance feeling that they need to step in.
The Board and management should not be doing the same work. They also shouldn’t be working against each other. The Board and management should work as a partnership.
The Board should solely be concerned with maintaining a supportive and supervisory relationship with the CEO and overseeing strategic direction. It is not the role of the Board to get involved in day-to-day activities.
The ICDA have developed this article which details the difference between governance and staff responsibilities as well as what they should be doing together.
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For community centres and other community-led organisations it can be a challenge to stay focused on governance. The committed people who sit on the Board often “wear more than one hat.” Often Board members can also be the same people who are volunteering for the organisation – running a group, assisting on reception, and fulfilling so many other roles necessary for the Centre to function.
When you are in a Board meeting, it is important to only focus on your responsibilities in the strategic role rather than wants and needs in your volunteering role. If you find this difficult you should consider registering a conflict of interest with the Board. Remember, the CEO can see the big operational picture whereas your expertise may be limited to an individual program or role.
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Read this factsheet from the AICD regarding the relationship between the board and management.
