For forty years, I have observed what helps non-profits succeed or face challenges across healthcare, higher education, Indigenous organisations, and faith-based groups. If I had to identify the key factor behind both remarkable achievements and significant struggles, it would be the same: the Board of Directors.
I’ve dedicated my career to the art of fundraising, the thrill of a well-executed campaign, and the profound connection of a major gift. But too often, the energy and strategy needed for this work are diverted to managing board dysfunction. I’ve seen boards divided into camps, working against the organization’s mission and each other. I’ve sat in meetings—like a recent one with a client—where a chair’s obstructive behaviour derailed progress and left a cloud of rancour that hampers momentum for weeks.
In a sector feeling the post-COVID pressures—where small organizations struggle to survive while large institutions launch billion-dollar campaigns—we cannot afford to have our rudders acting as anchors.
The Gravity of the Role
A board is not a social club or a figurehead. It is the legal and moral steward of the organization’s mission, assets, and future. Its core roles are clear:
- Fiduciary Stewardship:Ensuring the organization is financially sound and resources are used responsibly to advance the mission.
- Strategic Direction:Looking to the horizon, not just at the quarterly report. They help set the vision and long-term goals.
- CEO Support & Evaluation:Hiring, supporting, and holding the Chief Executive Officer (or Executive Director) accountable is arguably their most critical function.
- Ambassadorship:Every board member is a key ambassador, championing the cause in the community and, crucially, helping to open doors to resources and relationships.
When a board falters in these roles, the entire organization feels it. Strategic plans gather dust. Fundraising goals seem out of reach. Staff morale drops. And as you well know, the time spent managing internal politics is time taken away from engaging the community and stewarding donors.
The Three Pillars of a High-Functioning Board
So, how do we move from dysfunction to dynamism? It requires intentional, ongoing effort focused on three pillars.
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Recruit for More Than a Warm Body and a Wealthy Network
We’ve all been in that situation. When we need to fill a position, it’s sometimes just about who knows whom. That’s where issues often start. The key lies in the selection process. We must go beyond simply “who we know” and begin recruiting based on:
- Competency: What specific skills are we missing? (Marketing, legal, finance, HR?)
- Diversity: A variety of thought, background, age, and experience isn’t just a trend; it’s a strategic advantage that helps prevent groupthink.
- Passion for the Mission: Do they truly believe in what we do? This is the fuel that will carry them through tough meetings and fundraising requests.
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Onboard with Purpose, Not Paperwork
A one-hour orientation with a massive binder is not onboarding. It’s an initiation into confusion. Proper onboarding involves immersing new members in the organisation’s culture, strategy, and challenges. They should meet key staff, understand the financials, and be crystal clear on their roles, responsibilities, and the purpose behind their work. This upfront investment pays dividends in engagement and effectiveness.
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Run Meetings that Matter
A poorly run board meeting can harm morale and momentum. A recent client meeting of the Board clearly showed what to avoid: the agenda was taken over, discussions went in circles, and the chair’s behaviour created a toxic environment.
Meetings should be strategic sessions, not just administrative updates. Here’s how:
- Agenda as a Strategy Tool:Distribute materials well in advance. The meeting should be for discussion, debate, and decision-making—not for reading reports.
- The Chair as a Facilitator:The chair’s role is to guide the conversation, ensure all voices are heard, uphold governance rules, and keep the focus on strategic priorities. When a chair obstructs, it is the collective responsibility of the Executive Director and the board to address it, often with the support of a strong Governance Committee.
- Please start with the Mission: Begin every meeting by reminding everyone why they are there. Share a story or a recent success. Reconnect to the emotional core of the work.
Why Are They Here?
We must ask prospective members, and ourselves, a fundamental question: “Why do you want to serve on this board?” If the answer is for prestige or to add a line to a resume, it’s a red flag. The correct answer centres around a commitment to the mission and a willingness to work.
Our sector faces a pivotal moment. The challenges are real, but so are the opportunities. We must prevent dysfunctional boards from weakening or even disabling organisations that perform vital work. By being deliberately intentional in who we recruit, how we onboard them, and how we involve them in meaningful work, we can change our boards from anchors that hold us back into powerful rudders guiding us toward a stronger, more resilient future.
The time saved by having a focused, effective board is time we can reinvest into what matters most: advancing our mission and serving our communities.
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Gabriella Catolino is a Senior Consultant in Ontario, with a career spanning over three decades. She is a visionary leader renowned for galvanizing teams and mobilizing communities through transformative relationship-building and strategic collaboration. She has masterfully bridged the gap between large-scale institutions and grassroots initiatives throughout her career, driving growth across sectors and continents. Gabriella combines intellectual thoroughness with emotional intelligence to enhance organizational impact—whether in established entities like London’s hospitals and universities, or by co-founding pioneering nonprofits such as the St. Peter’s Seminary Foundation and Northern Bridge Community Partnership (a vital initiative empowering Indigenous communities in Canada’s North). Her unique expertise spans small, medium, and large organizations, extending to local, national, and global initiatives. She has a proven track record of transforming bold visions into reality. Reach out to her for your complimentary 30-minute consultation.
