Board vs. Staff — Who Does What, Really?

I’ve built my career on helping small nonprofits that are struggling. Each had its own set of problems. For some, it was financial strain or difficulty fulfilling the mission. For others, it was struggling to keep up with legal requirements or personal tension within the organization.

On the surface, their problems seemed to stem from different origins. But the root cause was a basic misunderstanding of the structure of a nonprofit. They had a board of directors and a staff led by an executive director. They had the job titles. The problem was that they had no idea who was responsible for what.

That misunderstanding was causing a wide range of problems.

And for some, it nearly ended the organization entirely.

Our sector is unique in its organizational structure. While many of the job titles found in a nonprofit mirror those found in the corporate world, the focus is different. That is especially true when we’re discussing the role of the board of directors. At the heart of that distinction is that we are mission-driven. That reality realigns the way we function as an organization.

So let’s break down the role of the board of directors.

The board is the only structural element that is legally required for a 501(c). The reason for that becomes clear when you step back and look at the board’s primary role: to act as the voice of the public.

That may come as a surprise to you. Many believe the board’s function is centered on governance, management, or fundraising—which are essential functions, to be sure. But those functions must be grounded in the fact that the board’s core responsibility is to ensure the organization is delivering on the promises it made to its community.

When the board reframes everything it does through this lens, it changes how each responsibility is handled.

The danger, however, is a board that gets lost in mission fulfillment as its primary function. It’s easy to say, “Delivering this promise means we need to focus on delivering the mission.” But—what seems a bit contradictory—mission fulfillment is not the function of the board. And it shouldn’t be. That’s where the staff comes in.

The staff’s responsibility rests firmly in making sure the mission is delivered. They run the day-to-day operations, keep the books, run events, and manage the mission.

If you’re a board member of a small nonprofit, you may be asking yourself, “If mission fulfillment is not our job, then what is?”

As I mentioned, the board’s primary function is to be the voice of the community. But what does that actually mean? In short, it means stewardship and oversight.

That plays out in a number of functions a board fulfills, including cultivating relationships with donors and stakeholders, ensuring the finances are working for the organization, and providing oversight of the executive director to ensure the mission is being carried out as intended.

To sum it up:

The staff is there to fulfill the mission.

The board is there to support the mission.

I can already hear board members of new or small nonprofits questioning how this could possibly apply to them. And my answer is this: you need a staff. Not when your organization grows. Not when your finances are stronger. Now. If you don’t have a staff—even a volunteer one—it’s time to restructure. That staff could consist of a single volunteer, part-time executive director. But having that separation is vital.

When you are working directly on mission fulfillment, you become invested in the direction the organization is going. But sometimes that direction is misaligned with what your community actually needs from your nonprofit. That’s why you need a staff.

When you’re consumed by day-to-day functions, you are unable to focus on individual donors and their stewardship. I don’t have time to have coffee with our top donor because I need to man the shop. That’s why you need a staff.

When you’re focused on paying the bills, you are unable to solicit donations. I don’t have time to plan a fundraiser; I need to make sure the lights stay on. That’s why you need a staff.

If your organization only has the capacity for one staff member, that role should be an Executive Director. This is not just a fancy title to make your organization sound professional. The Executive Director is the most important partner the board has. They oversee all aspects of mission fulfillment while reporting to the board on how it can best support the work. They provide leadership and expertise. And they provide stability and consistency.

Boards have regular turnover. That’s by design. Your bylaws should outline term limits, and your policies should include clear succession plans. Board turnover not only brings new ideas and fresh energy, it also ensures your community continues to be represented. You need voices from outside the organization to accomplish that. Board turnover allows this to happen. But turnover also means a loss of institutional knowledge. It can mean the same organization making the same mistakes because it’s a new group of people who don’t know what happened before. The Executive Director is there to say, “We did this before—and here’s what worked and what didn’t.”

Boards are often also comprised of community members who care deeply about the mission but rarely have formal knowledge of nonprofit management. A good Executive Director can help inform the board of its legal responsibilities and required duties.

A sticky point in the board–Executive Director relationship is that while the board should be a partner to the Executive Director, it also needs to provide oversight. Part of the board’s stewardship of the organization is ensuring the Executive Director is performing the job well. In that sense, the board is the boss. It has the responsibility of hiring for the position and the responsibility to ensure the job is getting done. It’s important to maintain the partnership, but it must be done within a framework of hierarchy. When this partnership is well defined within the boundaries of each other’s responsibilities to the organization, you’ve created an environment that allows the nonprofit to live long after the current team has moved on.

Even for a small nonprofit, structure is not the enemy. Clearly defined roles and expectations for all members of the organization will minimize staff and board conflict, provide clear frameworks for tackling challenges, and help ensure the mission is met today and tomorrow.

Now go do some good.