Just Talk To Me!

Last week, I endured another unpleasant airline trip and it got me thinking. I was on my way from Albuquerque to Boston to teach workshops the next day.

The day began at 3 AM with a recorded call from American Airlines alerting me that my scheduled flight was delayed so I couldn't make my connection. Nothing more.

I called AA a couple of hours later and after a 30 minute hold to reach a human, more holds while someone wearily tried to solve my problem, I was booked on United flights instead.

In Houston, we boarded the plane to Boston...and sat at the gate, seat belts fastened, in a steaming hot plane for 3 hours...with little to no communication from flight attendants or flight deck. Passengers were restless, calling UA directly or checking via the Internet to gain information about why were were delayed, when we would leave, when we would arrive in Boston, etc.

The result? 200+ people left to wonder about their fate that day. Canceling plans. Delaying pick ups. Stressing out. And, ultimately, swearing they would never fly on United again!

Of course, this time of year, one expects weather delays in airports, so it was no surprise.

But the way both these airlines handled inevitable delays is a perfect example of why people get angry when they are left out of the loop, left to wonder, made to feel undervalued.

It got me to thinking about how often we probably do the same thing in our organizations. We either simply assume that everyone knows what is going on, or we appear to be too busy to stop and talk, or we let our own problems overshadow the work of others...

And all it takes is communication. Talk to employees. Talk to the board of directors. Talk to donors. Talk to those we serve. Empathize and understand.

If the 200+ people in the hot airplane were a part of the conversation, were kept in the loop about things that affected them directly, were offered water (for Pete's sake), were given a word of understanding for how inconvenienced they were, the end result would have been a positive feeling about the airline.

Food for thought...since there was no food on the airplane!

Jean Block
www.jblockinc.com

Ethical? Or Not So Much? What Do You Think?

Here is the scenario:

1. Agency provides advocacy, services and referrals for a special population.
2. Board president is a professional services provider.
3. Board president has been in her position as board leader for 10 years (no term limits).
4. Board president makes a generous annual contribution to the agency.
5. Board president's company has enjoyed high volume of referrals from the agency.
6. Board president does not disclose any conflicts of interest.
7. Board president has begun to pressure the agency to direct all referrals to her company.
8. Agency's mission is to provide individualized case management and referrals that are client-centered.

What do you think about this scenario? Is there a conflict of interest? Is the board leader operating in the best interests of the agency and its clients?

Looks to me as though there is a clear conflict of interest and that the board leader should disclose that she is not 'independent' as defined in the current IRS Form 990. And I would be concerned that she is really over the line in pressuring the agency's staff to refer to her company exclusively.

Then there is the issue of a lack of term limits for board members and officers.

And I wonder what other service providers and the agency's funders and grantors would think about this practice of referring to the board leader's company exclusively.

And It looks to me as though the board leader and the board have completely forgotten the mission of the agency they govern.

If you were the concerned chief executive staff person, what are your options? What would you advise him to do in this scenario?

How could this scenario be prevented or remedied?

I have seen this type of scenario more than once in organizations I have advised over the years so
I've outlined a way to more clearly define board and staff roles in my newest nonprofit resource book, "The Invisible Yellow Line: Clarifying Board and Staff Roles" available from CharityChannel Press Bookstore at www.charitychannelpress.com/bookstore/productid/158/catreferrer/2236 or from Amazon.com.

Jean Block

Why Doesn't the Board (complete the sentence)?

I was asked last week during a webinar about board and staff roles, for tips on how to make the board more engaged at board meetings. The question came from an executive director who said her board is passive and just lets her do all the talking.

My immediate answer was "Stop talking." 

I think it might be just that simple. Far too often chief executives in nonprofits are their own worst enemies. They fall into the trap of thinking that they must constantly prove their worth to the board of directors by taking the lead at board meetings, monopolizing the conversations.

I think what this leads to very often is a shift from the board's initiative to the staff's initiative. And the result can be a passive board that doesn't have to think for itself or take its governance responsibilities seriously.

So, stop talking.

Allow the board leader to lead the board. Even if this technique results in some uncomfortable moments of silence, let it happen. To get the conversation started, ask the board members what they think and then wait for them to answer.

Would this work for your board?

Share the most pressing needs for your board's enhanced performance.

This discussion and more great tips for board/staff relations: "The Invisible Yellow Line: Clarifying Board and Staff Roles. www.charitychannel.com/bookstore/productid/158/catreferrer/2236

Jean Block
www.jblockinc.com
jean@jblockinc.com