“My charity’s trustees have no idea what I’m doing.” Should CEOs worry?

Absentee Boards of trustees. It’s a problem. Even if they turn up to the Board meetings, are they really ‘there’? And inbetween, nothing but tumbleweeds….

When I talk to charity CEOs having Board trouble it's usually 1) micro-management, 2) fist fights, or 3) not paying attention. The last one doesn't get much airtime....

The thing is, CEOs need autonomy, space to do the work, and respect for their role. But just being left alone to do 'whatever' isn't what they want. Being left alone is lonely. It's hard work, and a huge amount of pressure. The thing is, if only you are paying attention, and you know that your board hasn't a clue what's going on - and isn't that interested - it's a bit like being the single parent in charge of, like, 20 toddlers tripping on Sunny D, playing by a cliff edge. (And you KNOW your charity is like that.)

Yes, you know you're in charge; and yes, you're the grown up; and yes, at least your performance isn't being graded right now; and nobody is breathing down your neck; and yes, you're good at this parenting thing....

...But you do wish someone else was keeping an eye out, even in the background. You wish they had your back. But no, they're at the bar with a martini, regaling the punters with dreams of an OBE and meeting Charles and Camilla.

My suggestion for CEOs in this situation is always to try and engage trustees by getting the Board to think about what questions THEY need to ask.

Often a lack of trustee interest is partly fear, because they don't really know what their role is. Or they don't fully understand what's happening. Or they don't have the time - understandably. Have they had an induction? Mayeb they really know how they can help. Or they don't know just how seriously the regulation is taken... Or, another common problem, is that they thought they would be able to contribute much more - but when they see how strategic - and how boring - the requirements are (risk register, anyone?), they feel demoralised, and just fade away… Of course, sometims the problem is that they are the just wrong person for the Board. That doesn’t make them or you bad - there are a thousand good reasons, and it’s better for everyone to recognise that as soon as possible.

Of course there is always another danger - and this is why many CEOs don't speak up: panicky trustees who've taken their eye off the ball have a tendency to then suddenly launch in and start micromanaging. It goes from one extreme to the other. And honestly, this is even worse for CEOs.

So there are two approaches: the first is for CEOs to get someone to talk to. Often that's me, but it can be anyone who listens and knows their stuff. You can then start to develop strategies for engaging the board without triggering panic or over-involvement (don't worry - it can be done, it just takes time and tactics).

Over time, as they come on 'board', you may want to get someone in to look at how they lead - and relate to the CEO. That can seem impossible, but you'd be surprised. Over time, with the right approach and support, it can work.

All the way through, it's important to find the right balance - between feeling like as a CEO you're flying without a parachute, and feeling like someone keeps wrenching the controls from your hand when you're trying to land the plane. You're flying, but you need to know the co-pilot is paying attention, don’t you? Otherwise that’s a very lonely flight.

Well, even for me that was a lot of protracted metaphors. You're welcome.

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