Leading with the Board, Not Behind It

Start with Clarity, Not Bylaws

Strong governance doesn’t start with a set of bylaws. It starts with clarity – about the mission, the role of the board, and the expectations of the executive leader.

Associations are built to serve members, not management. That means the board isn’t an audience for your reports – it’s a strategic partner. A well-aligned board can accelerate growth, sharpen oversight, and increase the association’s credibility with external stakeholders. A misaligned board can slow momentum, confuse priorities, and create unnecessary friction.

Structure Is the Foundation.

Good governance begins with structure. That includes clear bylaws, defined committee roles, conflict-of-interest policies, and term limits that balance continuity with fresh perspective (this is a tough one, especially for smaller orgs, but it’s a good policy). But structure alone isn’t enough. Associations thrive when the board-executive relationship is built on trust and transparency. The CEO must give the board the insight it needs to govern, not just the updates it expects to hear. Likewise, the board must stay out of operations and focus on fiduciary, strategic, and generative responsibilities.

The Balance of Roles

In theory, the line between governance and operations is clear: the board sets direction, and the staff executes. In practice – especially in smaller associations – that line can blur. Board members may shift between roles as strategic advisors, working partners, and even hands-on volunteers. That flexibility can be a strength if it’s grounded in trust and guided by clear expectations. But without alignment, the risk grows: boards can veer into micromanagement, or conversely, disengage entirely. The executive’s role is to manage that balance – building the plan, tracking progress, and keeping communication disciplined – while the board ensures the work stays mission-aligned and member-focused.

Build Boards with Intention

High-functioning boards are not accidental. They’re built through intentional recruitment, orientation, and engagement. Board development is not just a task for the nominating committee – it’s a year-round priority. New members should arrive equipped to contribute. Returning members should be evaluated not only on attendance, but on meaningful participation. The board chair, in particular, must be an active partner to the CEO – able to both advocate for the mission and hold leadership accountable.

Evolve as the Organization Evolves

Finally, governance is not static. As associations evolve, so too should their boards. That may mean updating bylaws, rethinking board composition, or implementing term limits that encourage renewal. It also means being clear about when a board member’s time has passed – and handling those transitions with dignity.

Governance as a Strategic Lever Done right, governance isn’t a hurdle. It’s a lever. When the board and executive work together with clarity and purpose, the result is a stronger association, better decisions, and measurable progress toward mission.

What's Next

On Thursday, I'll go deeper into "The Balance of Roles" section of this blog and share my experience working with boards at Southeast Life Sciences and SEMDA.

Additional Reading:

1. BoardSource: "Ten Basic Responsibilities of Nonprofit Boards"https://boardsource.org/resources/ten-responsibilities-nonprofit-boardsA foundational overview of governance principles and board duties.

2. ASAE: "The Board-CEO Relationship: Built on Trust and Respect"https://asaecenter.org/resources/articles/an_plus/2019/july/the-board-ceo-relationship-built-on-trust-and-respectOffers guidance on managing this critical dynamic in associations.

3. Harvard Business Review: "What Makes Great Boards Great"https://hbr.org/2002/09/what-makes-great-boards-greatThough written with corporate boards in mind, this article provides insight into how strategic oversight and generative thinking can transform board effectiveness.