The relationship between a nonprofit Executive Director (ED) and Board Chair is a unique one, which is why they should have their own “training day.” Find out how setting time aside to work together one-on-one can benefit the organization they both serve!

If you’re a sports fan, you probably understand what I mean when a refer to the concept of a training day but let me offer a story from many years ago to provide some broader context. When my daughter was just a teenager, I arrived at her fastpitch softball practice. I looked around and she was nowhere in sight. I came to realize she’d been right in front of me the whole time, but she was covered in catcher’s gear so I didn’t even realize it was her. I soon learned from the coach that both the starting and back-up catchers were unavailable for the weekend tournament. So, they asked my daughter if she would be the catcher because they felt she had the best ability to command the field. I wasn’t sure what to expect, but she did great! Fast forward to a month later and the catching gear remained, but it had been adjusted to fit better. She grew into being a good backup catcher and, although it wasn’t her permanent position, it was a great learning experience for her that she carried into her college softball playing days.

Through this experience I started understanding that being a catcher is more than just catching the ball behind the plate. The catcher is a leader (calling plays on the field) and a key strategic partner with the pitcher (in leading the game and the team).
​
Behind every good pitcher is a good catcher – someone who has a certain way about her to mentally and physically help and challenge her pitcher. A pitcher who knows to respect and trust her catcher’s instincts while being direct about what she needs from her catcher is often the key to winning. The same can be said about the Board Chair and ED relationship!

One of the biggest pain points in nonprofit leadership is board engagement. Some boards may try to wear too many hats while others may lack engagement, but neither is desirable for effective nonprofit management! 

​The ideal scenario is one where a board plays the role that the organization needs when it needs it – a sort of “just right” balance between being too hands-on and being too hands-off. And while this may seem like an impossible fairy tale request, it’s one that becomes attainable when the board understands their overarching purpose and has clearly defined boundaries.​