7 Reasons You Must EXIT an Under-Performing Board Member

There are at least seven reasons why a board must remove an under-performing board member. Is it time to address the elephant in the room?

#1. Missed Meetings. If your under-performing board member misses meetings and doesn’t apologize or explain her absences—then the board chair should call her (not email). While still thinking the best of her—and that that you can inspire her to improve her performance—be prepared for a resignation.
   • Read: “Address Absentee Board Member Syndrome”

#2. Core Values Misalignment. Your ministry’s core values are prominently displayed on the boardroom wall, but one board member continues to push the board down inappropriate paths that are hardly God-honoring. “This works in business,” he blusters. “It will work here.”
   • Read: “Cut the Cord! Invite Board Members to Exit When They Don’t Live Your Values”

#3. Hyper-Focus on the Volunteer Hat. Two years ago, she was the ministry’s “Volunteer of the Year.” The Governance Committee nominated her for board service, but failed to explain the three hats of the board—and most importantly the Governance Hat. With inadequate board member orientation, she continues to drag the board down into volunteer operations. (News Alert! Many volunteers are happiest being volunteers, not board members!)
   • Read: “If You Need a Volunteer, Recruit a Volunteer”
   • And also read: “If You Need a Board Member, Recruit a Board Member”

#4. Same Song/Second Verse (a little bit louder, and a little bit worse). Your ministry’s mission and vision clearly point you in the direction of “Plan A.” And on your knees at your recent board retreat, the board sensed God’s leading and you reaffirmed that direction in the Rolling 3-Year Strategic Plan. Yet, one board member continues to lobby for his “Plan B.” That’s all he talks about—and it’s not only annoying, it’s disruptive. He has no filters.
   • Read: “Sidetrack Harebrained Ideas”

#5. The Bully in the Boardroom. Whew! Memo to self: Next time, check a board nominee’s references (work and church) before you bring him onto the board. Once the bully is in your boardroom, it will be very challenging to extract him from the board—but you must.
   • Read: “The Bully in the Boardroom”

#6. Time and Talent, But No Treasure. Some board members—often due to inadequate cultivation, recruitment, and orientation—never become “generous givers” to the organization. When you recruit with your board-approved “Board Member Annual Affirmation Statement,” you can inspire board members to meet this standard:

“I affirm that during my three-year term on the board I will arrange my giving priorities so that I am able to be a generous giver to XYZ Ministries, recognizing that major donors, foundations and other donors have the expectation that the XYZ Ministries Board of Directors will be part of the ‘most highly committed’ group of donors.” 

   • Review Tool #21 in ECFA Tools and Templates for Effective Board Governance for the definition of generous giving. “Generous giving” does not mean that board members must be wealthy.

#7. The Passion Has Left the Building. Some board members are comfortable with longer board terms (maybe a year off after two three-year terms, and then repeat)—while others thrive best with a change of scenery. When a board member’s passion to serve has left the building, it’s time to create an exit plan—even if it’s mid-term. As Dr. Henry Cloud notes, “Wise people know when to quit.”
   • Read: “Seven Times When a Board Member Should Bid Adieu”

It’s not if, but when your board chair or Governance Committee will need to have a frank one-on-one conversation with an under-performing board member. Don’t put it off. Pray, discern, seek counsel from other board members—and then have the conversation (if possible, in person). Board service is for a season—but it is not forever!

BOARD DISCUSSION: What did our annual online board member self-assessment reveal about the health of our board? Have we talked openly—and with God-honoring graciousness—about the steps we would take should a board member need to exit?

THINK ABOUT: “Good governance is not just about doing work better; it’s about ensuring your organization does better work.” (Bill Ryan speaking on “Governance as Leadership: Key Concepts”) 

MORE RESOURCES: The click-on index to 40 guest bloggers (and their 40 blogs) is posted at the More Lessons From the Nonprofit Boardroom Blog. Click here to read the 40 color commentaries, plus the 40 lessons from the book.

The Power of Passion: It’s OK to Say No!

A leader recently told me that while she had said yes to a volunteer opportunity—she should have said NO!

“Looking back now,” she told me, “I realized I had zero passion for the project. I said yes, but that was a big mistake.”

How many times is this scenario inappropriately played out in your boardroom? Recognize anyone here?
• Your board chair asks Chandler to lead the task force. She’s amazingly effective—but has zero passion for this assignment. She says yes—but has no joy in the task.
• Your CEO needs a board member to represent the ministry at a community event. Roberto is a team player and says yes, but procrastinates in his preparation—and it shows. He didn’t bring his A game.
• Suzanne’s social style is “amiable.” She’s a pleaser and said yes to a last-minute request. Her congeniality exceeds her competence. Another bungled assignment.

Hans Finzel writes “When who we are lines up with the role we are in, then we are in a place of passion.” He urges leaders (and I would add, board members) to say yes ONLY when opportunities fall in the “The Passion Zone.”

In describing the passion zone, Finzel asks: How much does “The Leader” circle (gifts, abilities, strengths, personalities, values, calling) overlap with “The Role” circle (followers, culture, responsibilities, activities, situation, history)?

While his book speaks mostly to organizational leaders, savvy board members will find it immediately convicting also. Board members could use a serious does of Finzel’s transparency:

“The number one issue for me was passion.
My heart was no longer engaged in my job—the fire had gone out.
My heart had left the building.”

Click here to read my review of The Power of Passion in Leadership: Lead From Your Heart, Not Just Your Head, by Hans Finzel (just 73 pages).

Here’s the gut check for board members: does your board service (including your ad hoc assignments) leverage your “3 Powerful S’s” (Spiritual Gifts, Strengths, and Social Styles)? If not, your board work will often be a draining experience. That’s not God’s plan!

What should you do?
• Ask a wise and trusted friend if your board service is adding to Kingdom impact and your joy—or detracting from it.
• Say “NO!” when assignments will not align with your giftedness and passion.
• Say “YES!” when assignments bring you joy and others affirm your passion.

Finzel notes Proverbs 4:23 in the NIV: “Above all else, guard your heart, for everything you do flows from it.”

BOARD DISCUSSION: Are we asking the right board members to tackle the right assignments? Are we getting an appropriate number of “no” responses—perhaps meaning board members are telling us the truth about what brings them joy?

MORE RESOURCES: Erika Cole shares wisdom on this issue in her guest blog, “Align Board Member Strengths With Committee Assignments,” based on chapter 25 in Lessons From the Nonprofit Boardroom: 40 Insights for Better Board Meetings (Second Edition), by Dan Busby and John Pearson.