Is email the bane of nonprofit progress?

Most nonprofit boards are risk averse so we find that the most effective way to make significant progress is to invest our own time and money to develop, test and prove service systems without any form of guarantee or initial investment required by the board.  In the first year we typically lose money but once we work out all the bugs and have successful systems in place we are typically treated like valued partners and compensated fairly for continuing to provide the service.  This has been a win-win-win (board-members-staff) for the fourteen years we have been providing nonprofit services.  This year turned out quite unexpectedly.

Instead of being rewarded for our initiative we were lectured about the inappropriateness of our business approach and that our additional contributions, outside of contracted services, were not only unappreciated but “the board” resented being “guilted” into using our services.    Oh well, we decided, nothing ventured nothing gained we would simply write off everything we had invested in the member services systems we had developed and turn them over to the Board/ED to use as they please.    This would allow us to focus on the conference services and the Board/ED would have the opportunity to experience how much personal attention automated membership services require.  This seemed to be the best solution to a bad situation.  Once again we were wrong, on the wrong end of a swift kick to the private parts to be exact.   We were told that if we would not agree to continue to provide member services at minimum wage the board would cancel their search for a new Executive Director and replace our services instead.

The easy choice would be to walk away completely but we like this project.  We like the association, the members; we even like most of the board.   What would you do if a few noxious knotheads pollute your process?  The answers depend on your role in the organization but a word of caution.  Boards take on a life of their own and like all living creatures on the planet they will fight for their existence.

Boards are NOT accountable to their employees.  They are though responsible to their members, donors and the charitable purpose of the association as stated in the Articles of Incorporation and Bylaws.  A nonprofits board has three basic fiduciary responsibilities, the duty of care, the duty of loyalty and the duty of obedience.  Together these duties direct that decisions be made in the best interest of the corporation and must uphold the nonprofits purpose.[i]

In theory these responsibilities are straightforward but in practice the inclination for the board to serve its own needs is often irresistible.  This is not a problem of ill intentioned people, but one of incompletely designed or inconsistently adhered to process.  The solution begins with putting an end to email.  Email from my perspective is the bane of nonprofit progress it allows too many bosses to exercise their personal preferences without regard for the members, bylaws or other board members.   Creating a transparent system where all board communications are subject to the scrutiny of both members and fellow board members keeps all interactions on the same page.

Transparency:

1. Levels the playing field such that all voting members have an equal voice.
2. Reduces the inclination to insert personal preferences in place of established board policies.
3. Encourages well thought out direction and appropriate consideration in all communications.
4. Invites members, volunteers and stakeholders to participate in the direction of the association.
5. Creates a historic record of organizational knowledge upon which bylaws can continuously evolve.
6. Discourages personal power plays
7. Focuses attention on the customer/member/stakeholder