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Passion and conflict go hand in hand. As heartfelt passion for an organization’s mission is often the selling point that entices people to look for paid and volunteer roles at a nonprofit, it is not surprising that this passion leaves few nonprofit workplaces without conflict. Fortunately for the nonprofit world, conflict in the workplace can be harnessed to cultivate positive, creative energy leading to innovation and mission-advancing changes in approach.
The seeds of serious trouble may be planted when personal feelings bely passion, and differences in opinion are perceived as personal slights or affronts. Once that line is crossed, there may be little that can be done to revert the relationship back to civility and respect, therefore ending all hope of a productive relationship. This tricky problem often arises when it comes to dealing with conflicts between board members and the CEO of a nonprofit, where lines are sometimes blurred when it comes to roles and responsibilities. Essentially, the goal is not to avoid differences of opinion altogether, but rather to plan ahead in order to make disagreements beneficial and productive, rather than unproductive and toxic.
Some of the common causes of conflict between CEOs and board members include:
While sometimes it is painfully obvious that a conflict is brewing, other times it creeps up until it eventually explodes, usually at the worst time possible. Though a passive aggressive remark or a suddenly quiet Board member may not seem terribly unusual, either could be a sign of a deeper problem. Understanding the signs of a developing conflict could save your nonprofit from the loss of talented staff or volunteers, or at the very least a highly uncomfortable board meeting.
Common signs that a storm may be brewing include:
Unproductive conflict is certainly not always avoidable, but being prepared for it can improve communication and increase the odds that riffs will be mended gently and in a timely fashion.
Follow the tips below to manage the risk of a toxic conflict erupting between the leaders of your nonprofit.
One of the most powerful strategies to not only avoid a conflict, but also to boost the productivity of meetings is to establish explicit ground rules. These rules should be developed or reviewed by the board and CEO at the beginning of each year.
Every leader should be invited to contribute suggestions to improve the list of ground rules, such as through wording edits to simplify the message, or through new items. When changes are made, the board should make sure there is consensus and a shared understanding of the intent. Vague references should be avoided! Newly hired or elected leaders should be provided with the ground rules or a Code of Conduct before their very first board meeting.
Some of our favorite ground rules for board meetings include:
Consider designating a member of the board as the custodian of the ground rules. For example, perhaps the Chair of the Board Development or Governance Committee is suited to remind the board when an important ground rule has been violated or overlooked. It is also possible that a dynamic Board Chair may prefer to fill that role.
As conflict resolution often comes down to trial and error, it is helpful to seek advice from those who have seen it all. Emily Wilson invited several experienced leaders to share the wisdom gained from years in the trenches.
Emily Wilson (EW): “What strategies or tactics are you using to minimize the risk of conflict between your Board and CEO?”
Christina Briesacher, President of the Board of Directors of the Domestic Violence Legal Clinic: “Boards should not try to avoid conflict entirely. If we are truly grappling with the issues facing our agency, and by extension, the issues facing our clients, we will have occasional differences of opinion. The key is to have solid relationships, a common understanding of the mission, and a culture of civil discourse so that we resolve the conflict and unite behind the solution.”
Scott Mazzulla (SM), President and CEO of Hobart Institute of Welding Technology: “I make it a point to get out and meet with each board member at least once a year for one on one time. It’s important to get to know the board outside of the work environment; it builds trust and transparency. It also helps prevent surprises at board meetings; surprises are too often the cause of conflict.”
Margaret R. Duval, Executive Director of the Domestic Violence Legal Clinic: “Open communication and in-person meetings have helped us avoid unnecessary conflict between members of our governing body. We have members from different cultures, backgrounds and experiences, which could lead to conflict, however we give everyone a chance to share ideas and openly collaborate during meetings, which makes us stronger as an organization.”
Anonymous Board Member: “I believe one of the best preventative measures is to properly onboard board members. That’s where those policies, documents and dashboards become very important. Knowing what your role is as a board member makes you (or at least me) more comfortable speaking up when you have a concern or because something doesn’t seem in line with your role.”
EW: “What are your go-to tips for managing the conflicts that are impossible to avoid between the board and the CEO?”
SM: “When disagreements occur, try to get everyone to agree on the issue at hand, versus taking sides with the personalities around the table.”
Anonymous Board Member: “Be open. Speaking up about a failure of process is important. If no one says “I don’t really understand the issue,” or “is this an issue for the board, or CEO?” things get out of hand. It also puts you in a vulnerable situation. It’s hard to be the person who feels like they are behind the curve but that person is invaluable. But doing so leads to new, helpful processes, such as evaluations, board committee charters, dashboards, etc.
For additional information and tips on boards and conflict, see:
Melanie Herman is executive director of the Nonprofit Risk Management Center. Emily Wilson is a former NRMC intern. Melanie welcomes your questions and feedback at Melanie@nonprofitrisk.org or 703.777.3504.
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