Confusion about what trustees do is evident during the launch of many organizations and a harmful mindset can linger over time.  It is challenging to create distance  in the beginning and in a need to move forward quickly, many early boards are populated with people that:  a)  the founder directly knows and trusts, b) comes directly from the pool of potential service clients, c)  have very limited time and d) have limited experience building and managing an organization. 

Some of these people make great advisors and can someday be cultivated to do more for the organization but they are frequently unable to excel in the trustee role.  It is easy to overlook the fact that an organization can have as many advisory groups as it can effectively support but only a relatively few trustees are needed. 

Among other responsibilities, trustees 1) take responsibility for the direction of the organization, 2) monitor expenditures and performance, 3) assist in managing the relationships needed to promote the organization to its stakeholders and attract adequate funding and 4) challenge staff leaders and hold them accountable, standing ready to replace leaders if necessary.   Having “Yes” people as trustees is attractive and expedient but not in the best long term interest of the organization and the community.  Taking the time to shuffle existing advisors and trustees into their proper places is always worth the effort.

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3.22 Copyright (C) 2007 Alain Georgette / Copyright (C) 2006 Frantisek Hliva. All rights reserved."