Team

The “life” of a non-profit board exists in its official meetings. The time that a board has to experience this “life” is extremely limited (perhaps 30-40 hours each year), which means that board leaders have to plan meetings that enable the board to derive the most value during these scheduled interactions. Ineffective meetings—those that hinder a board’s ability to advance the agency’s mission by making good decisions—generate board dysfunction and affect the health of the agency. So investing wisdom in developing quality meetings and board experiences pays immense dividends.

Experienced, non-profit board leaders rely upon five key principles to ensure that their board meetings are productive and healthy:

1. Leverage the link between meetings and mission

Understand the essential relationship between effective board meetings and achieving the key outcomes necessary to advance the mission. When board leaders and the CEO fail to perceive the inter-relationship between well-planned board interactions and the ability of the agency to fulfill its vision, then insufficient attention will be given to nurturing the “life” of the board. The inevitable result will be poor planning, mediocre leadership, and risky decisions. 

2. Develop an annual agenda 

Board leaders serve the board and its members. This can only happen if board leaders understand the role and responsibility of the board, have a clear perception of the work that the board has to accomplish annually, and know how to pace the work of the board to fulfill its responsibilities effectively and efficiently. Developing an annual agenda will accomplish these purposes in the following ways: 

• It will ensure that time-sensitive decisions are scheduled appropriately
• It will require the board to have the necessary information in hand to make such decisions
• It will empower the board to handle unanticipated issues without upsetting its rhythm

3. Nourish the culture

Great leaders ask great questions. They seek feedback from their team before making decisions. In fact, they value feedback so much that they pursue it even though they might hear something they don’t like.

I listened to an Andy Stanley leadership podcast several months ago that provided me with a valuable question that leaders can use in virtually any setting. It can be applied by a youth sponsor, a hockey coach, a parent, or a senior pastor. 

The question was developed by Clay Scroggins and it emerged from two observations he made. Here’s a summary:  

Everyone has an opinion

People want to feel heard. But notice that listening is different than implementing. Most people know it’s not reasonable for their boss to implement all of their ideas, but it makes a tremendous difference when leaders actively listen to the ideas that others have. It provides the team with confidence that their leader is aware of their perspective and it gives everyone value. 

Everyone has an opinion. Don’t you think it would be valuable to know what your teammates are already thinking? 

We live in the evaluation-age 

Social media is proof that people are quick to evaluate others. Even if evaluation isn’t a stated value in your setting, you can be assured that people have an opinion of your leadership and effectiveness. Your actions are constantly being assessed by the people around you (moms and dads might be the biggest victims here!). If you don’t give others space to share the criticisms they have of you, they’ll either share them when you’re not around or keep their thoughts bottled up inside. Neither option is healthy. 

This brings us to the question that great leaders should choose to ask of their team: If you were me, what would you do differently? 

This question invites open-ended feedback while encouraging others to consider the position that the leader is in. Plus, when leaders open themselves up to the opinions of others, it makes it far easier for them to act on what they hear. Asking this question with regularity will develop a culture of healthy evaluation and constructive team-building. 

Most leaders don’t want to receive feedback, but every leader needs it. I encourage you to begin posing this question to the people you are currently leading. 

- Keith Reed

I love building capacity in seasoned and emerging Christian leaders so that they can serve God more effectively. As I do so, I have found it helpful to focus my energies on seven key dimensions of leadership: biblical truth, a growing relationship with God, character, calling, community, team, and skill (see the Christian Leadership Pyramid below). Questions I ask are how am I personally growing in these seven areas and how can I help others to grow in these dimensions, as well. 

The Christian Leadership Pyramid

Biblical Truth   

Biblical truth must guide every aspect of our leadership. It is imperative that we increasingly live and lead in keeping with a thoroughly biblical worldview. This comes as we grow in our ability to meditate on God's Word continuously[1], to handle it accurately[2], and to be a courageous practitioner of the Word.[3]

A Growing Relationship with God

The desired foundation of Christian leadership is a growing relationship with God. The Christian leader must continue to live in Christ, rooted and built up in him.[4] As we abide in Christ, he will bear fruit through us.[5] I find that the practice of spiritual disciplines, when done in a meaningful way, rallies me to God and His plans for my life. One of the most useful tools I have found for establishing and growing these disciplines is the Rule of Life. A Rule of Life is an intentional plan to deepen one's relationship with God and to position oneself to love and serve others more effectively. Similar to what Peter Scazzero says in Emotionally Healthy Spirituality [6], I am learning that one's Rule of Life should encompass all of life. This would include practicing traditional spiritual disciplines such as prayer and listening to God through His Word, but also cultivating healthy relationships, fostering emotional health, and taking care of my body (among others).

Character