Wearing All the Hats: Board Relationships in Small Associations

When I was running SEMDA and Southeast Life Sciences, I saw board members operate in roles that went far beyond governance. Some days they were my evaluators. Other days, they were side-by-side with me at the registration table. Occasionally, they were the ones keeping me grounded when the job got heavy. In small associations, that’s not unusual. It’s expected.

In small or mid-sized associations, board members don’t just govern from a distance. They roll up their sleeves. They bring their networks. They provide continuity, perspective, and – when things get hard – a steady voice in your ear. But those contributions come wearing very different hats.

Boss: The Governance Role

This is the role everyone expects. Board members oversee the CEO or executive director. They evaluate performance, approve budgets, guide strategic direction, and ensure the organization is fulfilling its mission. That role doesn’t disappear in small associations – but it does coexist with others, which can create tension if not managed well.

It’s on the executive to maintain clarity and boundaries. A strong governance partnership is built on transparency, not overexposure. Even when a board member is also filling another role (colleague, staff, confidant), they still need a clear line of sight into performance and mission alignment.

Colleague: The Strategic Partner

In lean associations, there’s often no internal team to pressure-test ideas. That’s when a few well-aligned board members step in as thought partners. They help refine the value proposition, shape conferences, vet vendors, and troubleshoot membership strategies.

This role works when there’s mutual trust and a shared commitment to the mission. But it also requires clarity – board members aren’t executive staff. They’re collaborators at key points, not daily operators.

Staff: The Hands-On Volunteer

At small associations, events don’t happen unless someone hauls the signs, tracks the catering, and greets attendees. Often, that “someone” is a board member. It’s not uncommon to see a board chair handing out name tags or moderating a last-minute panel.

This isn’t a sign of weak governance. It’s a sign of deep investment. That said, it’s important to avoid normalizing board-as-staff behavior. When it becomes the expectation instead of the exception, it can burn out good board members and obscure governance responsibilities.

Confidant: The Trusted Listener

This one’s rarely discussed but frequently true. Running a small association is lonely. When stakes are high and resources are thin, leaders need someone who understands the load. A great board member can be that person – a sounding board, a truth-teller, or just someone who says, “You’re doing more than you think.”

This role only shows up when trust is high and the relationship has been nurtured over time. It’s not something you can build in a crisis – but it can make all the difference when the crisis comes.

Why It Works – And When It Doesn’t

These overlapping roles don’t signal dysfunction. In fact, they can be a strength. But they require shared expectations, constant communication, and strong leadership. When everyone understands which hat they’re wearing – and why – things work. When the roles blur without discussion, that’s when misalignment creeps in.

Strong board relationships in small associations aren’t built in the boardroom. They’re built over time – through late-night calls, shared wins, and hard decisions made with mutual respect.

Additional Reading:

1. ASAE: "When Your Board is Also Your Workforce"https://asaecenter.org/resources/articles/an_plus/2017/december/when-your-board-is-also-your-workforce A candid look at small-association realities and how to manage role blurring.

2. Nonprofit Quarterly: "The Nonprofit Whisperer: When Board Members Do Too Much"https://nonprofitquarterly.org/the-nonprofit-whisperer-when-board-members-do-too-much Offers a practical lens on when board involvement helps—and when it crosses the line.

3. Blue Avocado: "Who’s the Boss? Navigating Dual Roles with Board Members"https://blueavocado.org/board-of-directors/whos-the-boss-navigating-dual-roles-with-board-members Short, relatable guidance for executives working closely with deeply involved board members.