IMHO: The perils of chairing NFPs

In a recent cartoon from the Washington Post, a not-for-profit (NFP) board chair humorously fakes her own death to avoid reappointment. 

This satirical portrayal, while exaggerated, touches on a real issue within the NFP sector: the reluctance of directors to take on, or continue in, the role of chair.

This raises important questions. Why is the NFP chair position perceived as so unattractive, and what can we do to support and encourage capable individuals to step into these critical roles?

Challenges facing NFP chairs

I have the privilege of serving as the chair of the board of a number of NFPs so I have seen the struggle of finding people to serve as chair. I understand the challenges NFP chairs face and to make the role more appealing and sustainable, we need to address these challenges head-on.

Intensive time commitment and limited support

NFP chairs often work with limited financial resources and support. The role requires a significant time commitment, usually without the compensation and support of well-resourced management teams that corporate boards might offer. This can lead to the role being incredibly demanding and to volunteer fatigue. We often say the work of the chair is twice that of a regular board member, but those of us in NFP chair roles know it can often be more than twice of the governance workload we had before we took on the role.

Complexity and accountability

Chairs in NFPs are expected to navigate complex governance issues and are accountable to a broad range of stakeholders, including donors/funders, the community users and regulatory bodies. The weight of these responsibilities can be daunting, especially in organisations with limited management support. In the current environment, more and more attention and expectation is going on our chairs to ‘be seen’ and ‘be accountable’.

Burnout and lack of succession planning

Many NFP boards lack robust succession plans, leading to situations where chairs may feel obligated to stay on longer than they wish, contributing to burnout. The absence of a clear path for succession can deter potential candidates who fear being ‘stuck' in the role indefinitely. The increasing movement gaining traction in the NFP sector of co-chairs is partially trying to address this issue. A well-structured succession plan is vital for ensuring continuity and reducing the burden on everyone. Board and chair succession is work for the whole board and it is not just the duty of the chair to find their own replacement.

Perceived lack of professional development

Unlike their counterparts in corporate settings, NFP chairs often do not have the same access to professional development resources that can help them manage their roles effectively. This can lead to a lack of confidence and preparedness, making the role seem more daunting, for new directors wanting to step into that role. As NFP directors, we can all assist with mentoring and support for new directors and new chairs. Our IoD NFP Governance hub contains great resources for NFP boards and chairs.

A call to action: expressing gratitude and stepping up

While financial compensation might not always be feasible, recognising the contributions of NFP chairs in other meaningful ways is important. Public acknowledgment, or even just regular expressions of gratitude, can go a long way in making the person in the role feel valued and appreciated.

The contributions of NFP chairs are invaluable to our communities. They provide leadership and direction in organisations that often operate with tight budgets and high expectations. As members of the IoD and the broader governance community, we must support and thank our NFP chairs for their dedication and service. I encourage you to reach out.

To all current NFP chairs, your work is vital and we are grateful for your service. For those considering taking on the role, I encourage you to step up. The position may be challenging, but it is also deeply rewarding and offers an opportunity to make a significant impact on the community and the causes you care about.

Together, let us ensure the role of NFP chair is seen not as a burden, but as a unique opportunity to lead, innovate and make a difference. Let us provide the necessary support and recognition to those willing to take on these responsibilities, ensuring our NFP sector remains strong and vibrant.

The article was written with AI assistance.