Imagine two trees growing next to each other, their trunks eventually intertwining. Each one stands independently but over time they lean on each other, providing strength and balance they wouldn’t achieve on their own.
A healthy relationship between a nonprofit board and its staff looks like that tree: different roles, distinct systems, tightly linked, and working together to create one strong organization.
The problem is that it’s hard to achieve. The relationship between a nonprofits board and staff isn’t a matter of “governance versus management” – it’s a living dynamic – part structure, part trust, part timing. It’s hard to work closely enough together to provide mutual support without dominating, blurring the distinctiveness, or resisting the entwined collaboration altogether – and growing apart.
But. When it’s working, the whole organization thrives. Morale is high, decisions improve. Impact deepens. A healthy relationship between staff members and the board of directors is one of many factors that keeps an organization on track. When your board and staff are aligned, the entire organization feels the difference.
The board governs. They set strategic direction, monitor financial health, ensure mission alignment, and evaluate the executive director or CEO.
The executive leads. They bridge strategy and operations. They work with the board to set the strategic direction and translate it into action and serve as the liaison between board and staff.
The staff acts. They implement strategy, lead teams, manage services, operate programs and keep the organization running day-to–day..
That sounds neat, but in practice, it’s messy – especially in founder-led organizations or groups with flat hierarchies where relationships blur and roles overlap. We’ve seen boards so focused on staying “in their lane” that they lose sight of the organization’s culture or regularly hold board meetings without including the chief executive and senior staff. We’ve also seen staff feel silenced or dismissed when strategic direction comes from above without context or relationships.
In this structure, the executive is the only person who is accountable to the board and is also responsible for managing staff. This dual accountability means the executive must carry the weight of translation and alignment — and often tension between competing interests. When the role of the executive isn’t clear – when board members bypass the executive to give direction to staff – it creates confusion and erodes trust. Similarly, when staff start to seek guidance from board members directly, it puts everyone in a difficult position.
Board members don’t supervise a staff member other than the Executive/CEO/Founder: If they have concerns with a staff member, they bring the issue to the chief executive.
Staff don’t run board or committee meetings: They support, inform, remind, report, recommend and are in every other way providing valuable insights, contributions, and administrative support – but authority rests with the committee or the board.
Board members leave management decisions to the Executive: hiring, bonuses, raises, performance improvement, team goals, employee tools and equipment, and professional development are decisions for the Executive. Though the board may approve budgeted amounts for many of these items, they are not involved in determining them.
Staff members have a safe way to share concerns: If staff have concerns with a board member, they bring the issue to the Executive. If the concern is with the Executive, they need a designated board member (board or governance chair) who they can talk to.
When this balance is honored, relationships stay clean and trust grows. The board gets the insight it needs without stepping into management. Staff are empowered to lead without being micromanaged. And the whole organization benefits from the connection – not confusion.
When board and staff relationships are healthy, the whole organization feels it. There’s less tension, less confusion, and more energy for the real work. Here is what we see in strong organizations:
No board-staff relationship is perfect but certain patterns signal that trust or clarity may be breaking down. If you are seeing these, it's worth taking time to assess and reset:
If your board and staff relationship is unclear, tense, or just a little off, you’re not alone. It is possible to improve. Here are some actionable steps you can take :
At CoSpire, we help nonprofits cultivate harmonious, productive relationships at every level of the organization. If your board and staff are ready for a healthier, more aligned future, we’d love to help you get there.
