By Dr. Kevin Dean, President & CEO, Tennessee Nonprofit Network
We all want to be valued and heard in our workplace. But sometimes, despite our best efforts, concerns arise that seem to fall on deaf ears. You’ve tried talking to your supervisor, maybe even escalated it through the proper channels, and yet, the issue persists. This is where that tricky question pops up: should you go over your Executive Director’s head and take your concerns directly to the Board of Directors? The answer is, well, complicated. I’ll go ahead and say maybe….or rarely.
It’s a bit like choosing to take the stairs when the elevator is out of order. Sure, it might get you where you need to go, but it’s going to take more effort, and there’s a chance you might trip along the way. So before you embark on this climb, let’s explore when it might be a necessary journey, and when it’s best to stick to the designated route.
When Taking the Stairs Might Be the Right Choice
Imagine you accidentally stumble upon information suggesting something is seriously amiss. Maybe it’s financial irregularities that would make even the most creative accountant blush, or perhaps there’s a blatant disregard for ethical conduct that has you questioning the moral compass of the entire organization. In my years in the nonprofit sector, I’ve heard a lot of terrible stories, many of which I can’t even mention here. From financial mismanagement to sexual harassment to even a staff member selling drugs to clients, these stories give me anxiety just thinking about them. In these situations, taking your concerns directly to the Board might be the responsible, albeit daunting, path to take.
Think of it as raising a flag. You’re not trying to cause trouble, but you’re also not willing to stand by and watch while things go wrong. You’re bringing attention to a situation that requires immediate action, even if it means stepping outside the usual lines of communication. You should save this for something truly egregious or truly unmanageable.
Of course, there are other scenarios where this might be necessary. Perhaps the issue involves the Executive Director directly, making a direct conversation feel about as comfortable as wearing a wool sweater on a hot summer day. Or maybe you’ve truly exhausted all other options, and your concerns are bouncing around the organization like a lost email in cyberspace.
If the situation poses a significant risk to the organization’s stability, reputation, or ability to fulfill its mission, and it’s clear the Executive Director isn’t addressing it, it might be time to call in the cavalry (aka, the Board). And by “significant risk,” I don’t mean disliking your boss because of personality conflicts. That’s interpersonal stuff that has no business at the board level. I don’t mean disagreeing with how a program is rolled out, unless it’s dangerous or unethical. And I certainly don’t mean issues that you don’t have the full picture of. Stories are not facts. What I do mean by “significant risk” is your boss putting people’s lives in danger, creating a hostile workplace by having sexual discussions, stealing from the organization, or using racist language to describe your clients.
When it MIGHT be appropriate:
- Serious ethical or legal violations: If you witness or have evidence of illegal activity, fraud, or serious breaches of ethics (like harassment or discrimination), going to the board might be necessary to protect the organization and yourself.
- Executive Director is the problem: If the issue involves the Executive Director directly (e.g., they are the source of the harassment, or their actions are putting the organization at risk), it might be impossible to resolve it through them.
- Exhausted all other avenues: You’ve tried addressing the concern with your supervisor, followed proper procedures, and escalated it through the appropriate channels with no resolution.
- Significant organizational risk: If the issue poses a serious threat to the organization’s financial stability, reputation, or ability to fulfill its mission, and it’s clear the Executive Director isn’t addressing it.
- Whistleblower protection: If your organization has a whistleblower policy, understand the protections and procedures it provides.
When it’s usually NOT appropriate:
- Minor disagreements or personality clashes: If it’s a matter of opinion, style, or personal conflict, try to work it out directly with your Executive Director or through internal channels.
- You haven’t tried other options: Going to the board should be a last resort. Attempt to address the issue with your supervisor and through the appropriate chain of command first.
- Lack of evidence: If you have concerns but no concrete evidence, it might be difficult to convince the board to take action. Gather documentation and be prepared to present a clear and compelling case.
- Personal gain: Don’t go to the board to settle personal scores or advance your own career at the expense of others.
When the Elevator is Still Your Best Bet
Before you start drafting that strongly worded email to the Board, let’s take a breath and consider the alternatives. Sometimes, the best approach is to stick with the established channels.
If your concern is a minor disagreement, a personality clash, or even a questionable choice of office artwork, a direct conversation with your Executive Director (or a carefully worded suggestion box note) might be the more appropriate solution. Remember that the Board is there for strategic oversight, not to mediate disputes over the office coffee machine or the temperature of the air conditioning. And they definitely aren’t there to mitigate personality conflicts. Here are examples in Tennessee of what constitutes a hostile work environment.
And let’s be honest, no one appreciates a rumor mill. If you’re approaching the Board with mere suspicions or whispers heard in the hallway, it’s unlikely to be met with much enthusiasm. They need concrete evidence, not speculation or office gossip. Think of it like presenting a case: you need solid facts and a clear argument to be taken seriously. If your boss frowned at you one day and was testy when you asked a question, that’s not going to get you very far. If your boss has continuously made sexual advances towards you and your coworkers and you’ve documented it, you have a case.
Preparing for Your Climb
Okay, so you’ve carefully considered the situation and decided that approaching the Board is necessary. What now?
First things first, identify what the problem actually is. Is your boss sexually harassing you? Do you have credible evidence that they are stealing? Those are problems that do not require you to go to the perpetrator (your boss)! Your boss won’t give you a raise? That’s probably not a board matter, with some special exceptions. However, other matters simply require a conversation, even if it’s difficult. And I’ll say it again: feelings are not facts. Facts are facts.
Next, document everything. Every email, every conversation, every observation that supports your concern – keep a detailed record. This not only protects you but also provides the Board with a clear understanding of the situation.
Next, seek advice from someone you trust outside of the organization. A mentor, a friend, or even a wise family member can offer an objective perspective and help you navigate this tricky terrain. Keep this confidential, too. The goal is to have corrective action taken, not to destroy the entire organization (or your reputation, especially if the matter isn’t hostile workplace, stealing, sexual harassment, etc.)
Finally, do your homework. Understand the Board’s role, their priorities, and their preferred communication style. This will help you present your concerns in a clear and compelling way, increasing the chances of a positive outcome.
Reaching the Top
Going over your Executive Director’s head is a significant step. It carries a certain level of risk and can have lasting consequences, both good and bad. But sometimes, it’s the necessary path to ensure that your concerns are heard and addressed.
If you find yourself facing this dilemma, remember to proceed with caution, gather your evidence, and present your case with clarity and conviction. And who knows, you might just find that taking the stairs leads you to exactly where you need to be.