A strong nonprofit board is the backbone of a thriving organization. But even the most well-intentioned board members can fall into habits that quietly undermine the work you’re all trying to do together.
Thanks to Debra Thompson and Jacqui Catrabone of Strategy Solutions, members of PANO’s Consultant Collaborative, we’re sharing 10 of the most common problematic board habits and how to fix them.
1. Uninformed
This board member doesn’t have a solid grasp of governance, organizational policies, or the strategic plan. Without that foundation, they can’t contribute effectively, and often don’t ask questions to get up to speed either.
2. Disengaged
The disengaged board member shows up physically but checks out mentally. They rubber stamp decisions without real consideration and are hard to pull into meaningful conversation about the organization’s needs.
Addressing Uninformed and Disengaged:
The Executive Director and Governance Committee should prioritize board education, and the Board Chair should actively invite input from quieter members, both in meetings and one-on-one.
3. The Know It All
This person believes they have expertise in every area and isn’t open to learning. That closed mindset limits their ability to grow into their role and contribute meaningfully.
4. The Bully
The bully sees the Executive Director as their employee and may dismiss or talk over other board members. Left unchecked, this behavior creates a ripple effect that leads to disengagement across the whole board.
5. The Passive Aggressive
This board member says one thing in meetings and does another behind the scenes. They want control and credit, and when they don’t get it, they may work to manipulate situations to their advantage.
6. The Frenetic Idea Generator
Full of enthusiasm but short on follow-through, this person floods the ED with new ideas before the last ones have been implemented. Their energy can be an asset, but without structure it creates unrealistic expectations.
Addressing Know It All, Bully, Passive Aggressive, and Frenetic Idea Generator:
These behaviors usually stem from self-focus rather than mission focus. Re-educate the board on what the board role is and is not, get a collective commitment to call out the behavior when it happens, and park good ideas in the strategic planning process where they can be properly resourced.
7. Penny Wise and Pound Foolish
This board member is so worried about cash flow that they default to “we can’t afford that” instead of focusing on how to raise the funds the organization actually needs.
8. The Negative Nancy
Cynical and stuck, this person doesn’t believe things are possible and won’t genuinely celebrate wins. They’re often frustrated idealists who don’t know how to channel their concerns constructively.
9. The Underminer
This board member doesn’t trust the ED and shoots down ideas or progress out of a belief that they know better. They think they’re protecting the organization, but they’re often just getting in the way.
Addressing Penny Wise, Negative Nancy, and Undermining:
These behaviors usually come from fear, cynicism, or lack of trust, not malice. Listen first. Ask the board member what concerns are driving their behavior, validate what’s legitimate, and develop a plan that rebuilds confidence in the ED and the rest of the board.
10. Too Quiet
This board member avoids conflict and stays silent when they should speak up. They won’t confront bad behavior, which allows it to continue unchecked.
Addressing Too Quiet:
A one-on-one conversation is key. Find out if they’re uninformed or simply conflict averse. If it’s the latter, encourage them to contribute after someone else speaks. They don’t have to go first, they just have to show up in the conversation.
A healthy board keeps the mission at the center of every decision. If you recognize any of these habits in your board, the good news is that all of them are fixable with the right communication, education, and commitment from the whole team.
This article was adapted from a piece by Debra Thompson and Jacqui Catrabone of Strategy Solutions, members of PANO’s Consultant Collaborative.
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