What has been is what will be and what has been done is what will be done, and there is nothing new under the sun. (Ecclesiastes 1:9, ESV)

After working with many PRC boards, and talking to even more Executive Directors, it is apparent that this scripture rings true when it comes to errors boards make. Boards must continually evaluate themselves to be sure they are not falling victim to any of these dysfunctions.

• Micromanagement – Occurs when the board does not have a clear job description, when staff has a direct conduit to the board (around the E.D.), or the board has not established a clear process to assure organizational performance. Boards must be vigilant in their own duties of governance and not allow themselves to wander into management.

• Allowing personal agendas to drive the board – This happens when boards do not remember who they represent, when there is not a process for bringing diversity of thought to the discussion, competition among members, and not understanding what value they bring to the organization.

• Lots of talk, little direction – Occurs when boards do not remember what they have done in the past, have not set priorities for discussion in advance, do not know what they are supposed to accomplish, and do not have a formal process for establishing policy.

• Guerilla attacks on the CEO – Occurs when the board has not established formal guidelines for decision making, when there is not a formal process for delegating authority, when there is not a process defining how the board will communicate with E.D., and there are no definitions of the board's expectations.

• Board members don't know what to do – When there is not a formal recruitment and/or orientation process, the board does not have a formal job description for members, and when boards fail to provide for ongoing board training and development this can occur.

• Whose decision is this? – Occurs when the board and/or the CEO do not have clearly defined roles, and there is not a process to determine who is responsible for the decision.

• The “wild horse” board member (or worse the entire board) – Occurs when the board does not have a defined code of conduct, when there is not a clear job description, when the board lacks integrity, and the board does not do its own work.

• The “Hydra” board (monster with many heads) – Occurs when there is not a clear definition for the role of board chair, when the executive committee becomes the CEO 's boss, when individual board members give instruction to the E.D., and the board does not a process for coming to a single point of view and communicating that view to the E.D.

• Policy manual is a door stop – Occurs when the policy manual is a mile high and an inch deep, when there is no reference to existing policies in decision making, when there is not a regular review of policies, and it is a non-usable document.

• The “no accountability” board – Occurs when the board has not clearly stated how the outcomes that will be evaluated and then evaluates the E.D. against that criteria, and when the board must approve all decisions and removes the authority from the E.D.

How did you do? Does your center struggle with any of these issues? If so I would urge you go seek guidance to overcome these pitfalls to help your center become all that God intended it to be.

Bruce E. Cole is Manager of Professional Development Services in the Sanctity of Human Life Department at Focus on the Family. He has been Executive Director for two Pregnancy Resource Centers, is a former pastor, and holds a Master's Degree in Organization Development from Central Washington University. Bruce can be reached at [email protected]