Governance as Leadership

Issue 125 - August 13, 2024

In This Issue:

• NEW BLOG: Your Biggest Reference Mistake – Not Giving One​
• Background Checks on Non-Profit Board Members
• Transforming Your Board From Difficult to Dynamic

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One of the more difficult tasks is convincing clients to provide positive references. Now, the courts are clear that there is no obligation to provide any reference at all. But there are consequences, including legal ones, for failing to do so. Read on here.​

Background Checks for Non-Profit Board Members

Criminal background checks are one way for nonprofit organizations to protect themselves, their assets, and the people they serve, but they may not be right for every organization. Ensuring resources is a role of the board, in addition to setting direction for the organization and providing oversight. One way to ensure resources and provide oversight may be to consider background checks for board members.

It is important to note that race has a significant impact on interactions with the criminal justice system and an equity mindset is required in reviewing the information raised in background checks. Why You Might Run Background Checks

Considerations for a Background Check Policy:

1. Area of the sector in which your organization operates (i.e. youth development organizations may be more likely to have a policy than criminal justice reform organizations)

2. Local and state laws that determine what is allowed, not allowed, or required

3. Organizational values and current policies

4. Funder reporting requirements on board members’ criminal history

5. Community expectations

What Can be Disclosed on a Background Check?

• Credit history

• Education verification

• Employment

• Criminal history, including the sex offender registry

A background check cannot guarantee problems will not occur, but it can help mitigate risks for your organization. If you are ready to take the next steps toward a conversation with your board on if a background check policy is right for your organization, these questions can help frame the conversation and get started.

• What is the goal of implementing such a policy?

• What types of convictions will be expressly forbidden and what might not be?

• What is your current background check policy regarding disqualifying offenses for staff and volunteers?

• Will implementing this policy reinforce the societal inequities that your programs exist to alleviate?

• Do other organizations in your ecosystem have similar policies?

To find a comprehensive list of questions and other considerations, click the button below for BoardSource’s resource on nonprofit background check policy considerations and for more guidance on having a board conversation to determine what’s best for your nonprofit organization.

​Read More on Background Check Policy Considerations​

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Transforming Your Board From Difficult to Dynamic

You know about micromanaging directors, self-serving or MIA board members.

They harm your organization in ways big and small.

Joan Garry shows you the four types of problematic board members and how to handle them. You’ll also learn the #1 most overlooked secret to a successful board.

This is a summary of her excellent blog. Read it all here.​

Do you really have a terrible board? Or do you have a few ‘terrible’ board members. Not only is that common, it is something you should expect. Every board has one or more difficult board members.

THE PROFILE OF THE DIFFICULT BOARD MEMBER There are a variety of kinds of difficult board members. And for some, “difficult” may be an understatement.

Joan provides many examples of each of the following:

• The Toxic Board Members

• Overstepping Board Members

• MIA Board Members

• The Board Member Who Crosses a Serious Line

FOCUS ON THE RIGHT PEOPLE Spend as little time as possible on the dead weight board members. That will be time (and energy) you can’t get back. Pick your battles, and try to make slight changes at the margins, but otherwise, let them be dead weight. All your energy should be directed on leveling up your Grade A board members and most importantly investing in the folks in the middle.

ASSESS YOUR BOARD MEMBERS AS INDIVIDUALS Go through your list of board members. A spreadsheet or an old-fashioned piece of paper. Next to each board member’s name, follow these steps. Step 1: Mark them an A, B, or C. A = rockstar who initiates B = willing to do something if asked C = dead weight Step 2: Separate your Bs B+ = you can imagine them being an A if only… B- = they are just north of a C I promise you that when you finish this exercise, you will see that you don’t have a terrible board, and referring to it that way is a problem. Because you won’t invest in your board and you won’t invest in the right board members (and you’ll spend too much emotional energy on the Cs).

NOW HERE’S THE ADVICE THAT WILL PAY OFF 1. Be in regular contact with your As. 2. Focus on the B+ group.

Remember. You do not have a terrible board.

You need to focus on the board members who have potential and have not yet ignited. You need to ignite them and work to convert them to high performers.

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Thank you for your continued support! I can't wait to share more resources with you to better your not-for-profit. If there are pain points that you need help in, hit reply and let me know. I can work on providing some specific resources to help you.

Sincerely,

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