Many people I know work for nonprofits that have been affected by the dismantling of USAID and that has me thinking a lot this week about governance in crisis. One NGO I know works in several countries in Africa received 50% of their budget from USAID grants. They’ve been forced to lay off 290 staff with less than a week’s notice. With all the scenario planning, USAID shutting down its operations overnight was not one they had considered. What is the board’s role in a crisis like this?
Communicate, Communicate, Communicate. There are three primary communication lines for a board: the CEO and the chair, the CEO and the full board, and the chair and the full board. Communication builds trust and eliminates stress, but must be done wisely. Have a clear protocol for how and when meetings take place and updates occur. Chaos feeds on a vacuum, so make sure that vacuum is filled with naming reality, while also valuing the humanity of those whose livelihoods are affected.
Govern, not Manage. In times of crisis, it is very natural to want to step in and manage. And reality is you may have to roll up your sleeves more than you usually do. However, the board’s role in a crisis is to support the management, not do their job; to ask good questions and encourage the management who are most likely feeling very stressed.
Be Mission-Focused, but Adaptable. Crises challenge the status quo and often result in things never being the same again. Think COVID-19. It is important for the board to remain focused on the mission, but recognize that the strategies needed to fulfill that mission may need to change. Prioritize listening to stakeholders and having future-forward discussions. It may be time to reimagine some of the "how" behind your mission.
And most importantly…
Pay Attention to Board Culture. Crises reveal the best and worst of our humanity. This is when it is most important to live into the values you as an organization espouse. As the board goes, so goes the organization. Spend time as an organization, even in the midst of crisis to remember your values, to hold one another accountable to them, and to lean into them with management. Find ways to thank the management team and fellow directors. It’s the little things that can go a long way to build trust, which allows for greater honesty in board discussions that result in deeper impact.
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