How To Handle Really Bad Ideas From Your Board Members

by Dr. Kevin Dean, President & CEO, Tennessee Nonprofit Network

Ah, the nonprofit board meeting. A gathering of passionate individuals, brimming with ideas to change the world. It’s a beautiful thing, truly. Until, of course, it’s not. We love our board members, but sometimes those who aren’t as in tune with your organization’s day-to-day, mission, vision, and strategic plan may love sharing their ideas….some of which may be….uh….less than helpful. If you’re a CEO with a board full of insane ideas, this blog post is for you.

Picture this: I’m sitting across from a board member at my previous job who is emphatically arguing that we need to have a gala. I’ve told her we don’t have the staff capacity. I’ve told her that we already have too many events. I’ve told her that there are already too many galas in the area. I tell her that we don’t want to cannibalize sponsors from our existing events. She doesn’t hear a word of it. When I tell her that I can’t promise the event will even break even, she says, “It’s fine if it doesn’t make money. We just need to have a gala like all the other nonprofits do.”

This, my fellow nonprofit CEOs, is not a hypothetical scenario. It’s a battle scar I carry from my own experiences leading an organization. The memory of that board member’s unwavering insistence on a gala, despite all evidence pointing to its impracticality, still sends shivers down my spine. Thankfully I emerged from that ordeal with valuable lessons and a refined arsenal of tactics for gracefully navigating such situations.

So, grab a comfortable chair, a beverage of your choice (perhaps something a bit stronger this time), and prepare to dive deeper into the delicate dance of managing those “creative” ideas that threaten to derail your carefully laid plans. Let’s transform those moments of board-induced frustration into opportunities for collaboration, strategic thinking. It is inevitable that nonprofit executives will always be hit with a torrent of “Have you ever considered…” from well-meaning board members, but the goal is to have a better, more productive response than, “YES OF COURSE I HAVE! I LIVE AND BREATHE THIS ORGANIZATION EVERY MOMENT OF MY BEING! AND DO NOT SAY ANOTHER WORD!”

Part 1: The Taxonomy of Unrealistic Board Ideas

Before we delve into the art of deflection, let’s take a at the common species of impractical notions that tend to emerge from well-meaning board members:

1. The “We Should Be More Like Google/Amazon/Tesla” Idea: This gem often involves adopting the latest Silicon Valley trend, regardless of its relevance to your mission or budget. Example: “Let’s create a nonprofit cryptocurrency!”
2. The “My Cousin’s Friend Knows Someone Famous” Idea: This one hinges on a tenuous connection to a celebrity who will supposedly solve all your fundraising woes. Example: “My neighbor’s dog walker’s cousin is best friends with Taylor Swift! We should totally get her to perform at our gala!”
3. The “We Need to Go Viral” Idea: This involves a grandiose scheme to capture the internet’s fleeting attention, often with questionable taste or ethics. Example: “Let’s stage a flash mob where everyone dresses as endangered sea turtles and sings a protest song in a busy intersection!”
4. The “Back in My Day” Idea: This nostalgic notion harkens back to a bygone era, conveniently overlooking modern realities. Example: “We should bring back door-to-door fundraising! It worked wonders in the 1950s!”
5. The “Let’s Solve All the World’s Problems” Idea: This ambitious suggestion tackles a global issue far beyond your organization’s scope or resources. Example: “We should end world hunger by starting a community garden!”

Now that we’ve identified the common culprits, let’s explore the arsenal of tactics at your disposal to address them with grace.

Part 2: The Advanced Guide to Gentle Deflection

1. The Enthusiasm Sandwich (with a Side of Reality):

• The “Values Alignment” Conversation: Gently remind board members of the organization’s core values and how the proposed idea fits (or doesn’t fit) within that framework. Example: “While a casino night might be a lucrative fundraiser, it doesn’t align with our mission to promote responsible gambling practices.”
• The “Staff Capacity” Reality Check: Openly discuss the staffing requirements and potential strain on your team. Example: “Launching a new social media platform sounds exciting, but our current staff is already stretched thin. It would require hiring additional personnel or reallocating resources from existing programs.”

2. The Strategic Sidestep (with a Dash of Mission Alignment):

• The “Return on Investment” Analysis: Encourage a discussion about the potential return on investment (ROI) compared to other initiatives. Example: “While a celebrity golf tournament might generate some buzz, let’s analyze the potential costs and fundraising potential compared to a smaller, community-focused event.”

3. The Data Defense (with a Touch of Storytelling):

• The “Opportunity Cost” Conversation: Frame the decision in terms of what you might have to give up to pursue the proposed idea. Example: “While a 24-hour underwater basket weaving marathon sounds unique, let’s consider the opportunity cost. We could instead invest those resources in expanding our after-school tutoring program, which has a proven track record of success.”

4. The “Let’s Explore That Further” Delay (with a Side of Accountability):

• The “Staff Impact Assessment”: Include an evaluation of the impact on staff morale and workload as part of the feasibility study. Example: “Let’s create a task force to explore the logistics of a pet psychic fair, including an assessment of the staffing requirements and potential impact on existing programs.”

5. The Direct, But Respectful, “No” (with a Touch of Gratitude):

• The “Thank You and Redirect” Approach: Express gratitude for their suggestion and then gently redirect the conversation toward more aligned initiatives. Example: “Thank you for your creative idea. While it’s not the right fit for us at this time, especially in light of our new strategic plan objectives, I’d love to hear your thoughts on how we can enhance our volunteer appreciation program.”

Part 3: The CEO’s Secret Weapons

In addition to the deflection techniques outlined above, here are a few extra tools to keep in your back pocket:

• Humor: A well-timed joke can diffuse tension and make difficult conversations more palatable.
• Self-Deprecation: Poking fun at yourself can disarm even the most insistent board member. Example: “I admire your ambition for a Broadway-style musical about our organization’s history, but I’m afraid my singing voice is better suited for the shower.”
• The “Hypothetical Scenario” Game: Paint a vivid picture of the potential pitfalls to illustrate your concerns. Example: “Imagine a hundred people dressed as chickens running through the streets, clucking and flapping their wings. Now imagine the headlines: ‘Nonprofit’s Chicken Run Causes Traffic Chaos.'”
• The “Board Member Champion” Strategy: Enlist the support of a trusted board member to help you gently steer the conversation in a more productive direction.

You are not alone in this endeavor. Many have walked this path before you, and with a bit of humor, diplomacy, and strategic thinking, you too can navigate the wild world of board member ideas with grace and finesse.

So the next time someone suggests a fundraising event involving synchronized swimming with sharks, take a deep breath, channel your inner diplomat, and remember: you’ve got this. And if all else fails, there’s always the option to schedule a “team-building” exercise that involves a long hike in the woods, far away from cell phone reception and any further outlandish proposals.