If you're on a nonprofit Board and you’re sleeping like a baby every night, I admire your calm—but I also wonder if you're paying attention.

Hey Nonprofit Leader, What’s Keeping You Awake at Night?

Because great Board service means carrying a little of that "how are we doing?" weight on your shoulders. And yes, that includes losing a little sleep over strategy, sustainability, and how to gracefully dodge micromanagement.

Let’s get one thing straight: Board service isn’t just about attending meetings and applauding the annual gala video. You’ve got three core responsibilities (no, not those fiduciary duties we all love—Duty of Care, Obedience, and Loyalty—but another critical trio):

1. Help shape the strategy and goals of the organization.

2. Maximize the use of resources.

3. Ensure regular evaluation of the Board and the organization.

Sounds easy? Think again. Because all of this depends on one crucial thing: a strong relationship between the Board and the Executive Director.

ED + Board = The Dynamic Duo (When It Works)

That relationship can be formal or informal, but it must be built on trust, mutual respect, and good old-fashioned not stepping on each other’s toes. The Chair sets the tone, but every Board member plays a role in maintaining that healthy, productive vibe.

So, how do you avoid accidentally becoming that Board member—the one who thinks “collaboration” means forwarding staff emails with a “what’s going on here?” subject line?

Glad you asked. Here’s your guide to Board best practices, with a side of real talk:

Six Rules of the Road (a.k.a. How Not to Be a Nuisance)

1. Stay Out of the Weeds

Yes, you have thoughts. Yes, you care deeply. But no, it is not your job to dive into programming, HR, or management decisions. Share your opinion once, then let the ED do their job. Repeat after me: “I advise, they decide.”

2. One Board, One Voice

Disagree during the meeting? Fantastic. Debate fuels good governance. But once the decision’s made, you stand with it—even if you secretly wish it had gone the other way. No eye-rolling at donor lunches, no side comments at community mixers. You’re either all in or you step out.

3. Loose Lips Sink Nonprofits

Confidentiality is not optional. We live in an oversharing world, but Board discussions are not meant for social media, family dinners, or your barista. Keep Board business in the Boardroom.

4. Back the ED—Even When You’re Not 100% Sold

Leadership is tough, especially when the ED is trying to steer the ship through change. Support them publicly. No hedging, no “I didn’t love that either.” Practice saying, “The Board supports the Executive Director’s leadership on this.” It's classy, it’s clear, and it keeps your ship from sinking.

5. Your Power Is in the Collective

Heard a juicy concern from a donor? Tempted to act solo? Don’t. Bring it to the ED or the Chair. Trust the process. Lone wolf behavior can do more harm than good—even when your intentions are gold.

6. Communicate, But Do It Right

Sometimes you need to connect with staff—planning an event, coordinating logistics, etc. That’s fine. Just always CC the ED so there's transparency and no confusion about who's doing what. It’s not about control—it’s about clarity.

Final Thought: Strategic, Not Operational

Your job isn’t to run the organization—it’s to help guide where it’s going and ensure it gets there with purpose and integrity. That means thinking long-term, evaluating progress, and yes—being your ED’s biggest cheerleader even on the hard days.

So, next time something’s keeping you up at night, ask yourself: Is this a strategy thing, or am I drifting into operational waters? Then adjust your cape accordingly.

And with that… sleep tight, nonprofit hero.

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