There’s considerable unanimity when it comes to defining the “job description” of boards of faith-based nonprofits. However, there’s a whole lot less clarity about how boards should organize for and carry out their assigned duties. More often than not, advice tends toward limiting the board’s role. Board members are warned against meddling in management issues and told to confine themselves to setting and policing operational policies.

Noses in and hands off, trustees are advised. And for many CEOs, and especially those with a bit of a lone ranger mentality, such advice is welcomed warmly.

However, if you are hoping to attract the best and brightest volunteers to your board, this is not the way to go. Nor is it a strategy likely to draw out from current board members their most creative or passionate efforts on behalf of a ministry.

Fortunately, there is an effort afoot to envision a richer, more fluid understanding of the work of boards. We are moving away from the one-size-fits-all-boards-and-all situations approach to board performance that has dominated over the past several decades. That is great news for anyone who has been bored to tears while serving on a board.

For help in choosing the performance level that fits the current situation of your board and the organization ...

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