There is abundant, high-quality documentation available on good governance for non-profit organizations (NPOs), as well as on the division of roles between the executive director and the board of directors (the Board). However, executive directors less often find advice on day‑to‑day management of their relationship with the Board, or on best practices to fully benefit from what each board member brings to the table.
Far be it from me to claim that the few tips below represent the Holy Grail of the ED‑Board relationship! They simply sum up more than 25 years of experience as a board member and as an executive director (in the health and education sectors), along with the many pointers I received along the way.
In fact, they are inspired by a key‑account management approach: for a leader of a non-profit organization, the board of directors is one of its most important clients – just like its donors and funding partners, its beneficiaries, and its employees.
Be proactive & make sure you know each of your board members well
Regularly meeting each board member is just as important as that first meeting you had with them during the welcome and orientation session for a new member.
A member’s expectations, opinions and goals can change over time, and these individual meetings help you gather feedback and answer questions that don’t always have time to be raised during board meetings.
- Depending on the size of the Board, these meetings can be held annually or twice a year.
- Obviously, you should plan your individual meetings together with your Board Chair so that you have their agreement.
Focus on simple, clear communications sent out regularly
- Beyond the agendas, background materials, presentations and minutes shared for board meetings, don’t hesitate to regularly send your board members updates on important files or developments. This simple practice helps strengthen their engagement and commitment.
- If your goals as an executive director are shared with board members – or at least with members of the executive committee – sharing a quarterly dashboard that summarizes your progress on performance indicators for each goal strengthens the board’s trust in your work. It also allows you to highlight both the successes and the challenges you and your team face day to day.
Ask for their input and opinions between board meetings
In addition to one‑on‑one meetings with your board members, feel free to consult them based on their personal expertise, and suggest they take part in setting up an ad‑hoc committee for a specific issue that requires deeper consideration.
Make Governance Training Easier to Access
- Not all your board members hold the C.Dir. (Chartered Director) designation, and they don’t all have the same level of experience with non‑profit governance.
- Either way, there is a wide range of resources on the philanthropy market to meet your needs and your budget.
The synergy between you and your board is essential to the success and progress of your organization, and I hope these few tips and tricks will help you cultivate that synergy and inspire you to put other actions in place that make your day‑to‑day work with your board members easier.
- Developing a training program can be either one of the outcomes of a strategic planning exercise, or a tactic in an annual action plan.
About the author:
Paul Bergeron, a partner at Global Philanthropic Canada, brings over 40 years of experience in management, marketing, and philanthropy, primarily in the health and life sciences sectors. From 2015 to 2025, he led the Sacré‑Cœur Hospital Foundation of Montreal, where he spearheaded a major fundraising campaign and achieved significant growth in donations. Previously, he held senior leadership roles in pharmaceutical marketing (GlaxoSmithKline) and communications agencies (Ogilvy Montreal). He continues to serve on the foundation’s board of directors. At Global Philanthropic Canada, he puts his expertise to work for non‑profit organizations to help maximize their philanthropic impact.
