A conflict of interest policy is standard for most nonprofits, but a code of conduct and ethics lets you go beyond just financial conflicts and look at all aspects of being a board member. This could also be called a board agreement. It lays out basic guidelines for group norms, before you need them. Just like any group where you bring together a group of people who don’t know each other, they need to specify how they are going to work together.
As an executive director, I had a board that I enjoyed working with, but there were friction points. I now realize that the answer to these was simple, I needed a contract.
The truth is that boards aren’t great employers. The board-ED relationship is always a somewhat awkward one. An ED has 9 or 12 or 15 bosses, who are technically supposed to act together, but in reality they don’t always manage to do that. Plus the board composition changes regularly, so the ED’s relationship with them changes as well.
Feeling challenged by your board? Wish they contributed more? Wish they would tell you what they want? Do you see so many fundraising opportunities but the board says it isn’t their job? Whatever your difficulty is, I highly recommend getting the book Boards on Fire by Susan Howlett. In fact, I would recommend getting copies for every board member, reading it together, and then making real changes in your organization based on the insights that Howlett shares.
Boards on Fire is a quick read, but it contains a wealth of wisdom on how to really engage board members in making the organization successful with a focus on fundraising.
I’m offered the following two board trainings through the Human Services Federation. If you are interested in a similar training for your board, let me know.