Most people join a board because something about the mission tugs at them. The same is true for the leaders who carry that mission forward every day. So why does the relationship between boards and leadership teams so often feel strained, confusing, or unproductive?
Most people join a board because something about the mission tugs at them. The same is true for the leaders who carry that mission forward every day.
So why does the relationship between boards and leadership teams so often feel strained, confusing, or unproductive?
In our work with nonprofits, schools, and higher ed institutions, we hear the same quiet frustrations whispered again and again:
“Our board just doesn’t get it.”
“The staff doesn’t seem to value our input.”
“We only meet four times a year—how are we supposed to engage meaningfully?”
“I’m not sure what my role is anymore.”
None of these should cast blame on either side. But they do reveal a disconnect—and it can cost organizations clarity, momentum, and trust.
Boards aren’t optional. In the nonprofit sector and across education, they’re often required for legal, fiduciary, and ethical accountability. But a board’s purpose isn’t just to check compliance boxes.
Healthy boards offer guidance and grounding. They ask big questions, safeguard the organization’s mission and values, and provide continuity through seasons of transition. They give the organization a wider view—helping leaders lift their eyes from the urgent to the important.
We tell board members and executive leaders alike: if all your board does is approve budgets and weigh in on executive hires, you’re missing a major opportunity for strategic partnership.
Most board members say “yes” to joining a board out of some mix of purpose and proximity. They believe in the mission. They feel connected to the community. They want to offer their expertise. Often they are invited by someone they trust.
But even the most well-meaning board members sometimes step into their role without a framework for what that role actually is. They know they’re supposed to “support the mission,” but aren’t always sure how. They want to add value but don’t know where the boundaries are.
So they default to what is familiar: asking questions, offering opinions, trying to be helpful. And without clear structure, this can often tilt in one of two directions—either over-functioning (getting too far into operations) or under-functioning (staying passive and disconnected).
Neither is helpful. But both can be rebalanced.
Board members and staff leaders have different roles. Staff lead operations. They manage people, execute strategy, and make decisions daily. Board members govern. They think long-term, set guardrails, and hold leadership accountable to mission and outcomes.
But there’s a nuance that often gets lost: board members aren’t just oversight bodies—they’re partners in vision. And staff members aren’t just implementers—they’re the ones translating mission into action.
This is why we actually emphasize the importance of naming—not flattening—the differences in board and staff roles. We often say in board/staff facilitation sessions: clarity isn’t about creating conflict; it’s about creating lanes so everyone knows where they add value.
We’ve seen them. They do exist. And every organization can develop a healthy dynamic.
They’re grounded in mutual respect and shared purpose. The board understands the organization—not just the mission on paper but the realities on the ground. The staff doesn’t view the board as a hurdle but as a helpful thought partner. The board doesn’t micromanage—but it’s present, prepared, and engaged.
Trust flows both ways. Information is shared consistently. Meetings are focused and productive. Expectations are explicit. And both sides feel like their contributions matter.
These relationships don’t just happen. They’re built with care—and sometimes, with outside help.
Much of the board’s tone and trust is set by the staff—especially the executive. That responsibility can feel heavy, but it’s also a powerful opportunity.
Here are four practices that strong staff partners prioritize:
Clarity over assumptions. Don’t assume board members know the playbook. Give them the context, the backstory, and the “why” behind the work.
Rhythms over surprises. Regular reports, annual calendars, transparent dashboards… Predictability builds trust.
Questions over control. Ask for feedback early. Invite strategic thinking. Don’t just bring finished decisions to the table.
Emphasize partnership. Don’t try to manage your board—work with them. Frame conversations as shared leadership, not approval-seeking.
We regularly help organizations shape board communication plans and cadences to get ahead of tension. Often, perceived friction comes from avoidable miscommunication.
Great board members don’t just show up—they show up well. Here’s what that can look like:
Listen first. Seek to understand the current context before offering solutions.
Ask strategic questions. Not “Why don’t you do X?” but “How does this align with the mission?”
Bring your full presence. Not just your résumé, but your attention, humility, and care.
Steward the mission, not the minutia. Know when to lean in—and when to let go.
In board advising sessions, we remind members: your value isn’t in solving every problem—it’s in helping leadership solve the right ones.
Whether you’re a board member sensing misalignment or a leader navigating disengagement, the starting point is the same: honest reflection, shared expectations, and a commitment to working better—together.
Strong board/staff partnerships don’t happen by accident. They’re built through structure, clarity, and trust. And sometimes, getting there requires outside help: a facilitator to guide hard conversations, a trainer to realign expectations, or a partner to help you reset and move forward.
That’s what we do. If you’re looking to clarify board roles, strengthen communication, or plan your next board retreat—we’d love to help.
And if you want to know what makes for great board onboarding or how to reset a strained board relationship when trust has eroded, watch out for future pieces on these topics.
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