We established roles, policies, and evaluations for the board. Some members decided they did not want to adhere to the new policies and left. We brought on qualified new board members and trained them in the way we expect the board to function. We now have a retreat for our annual meeting where we do training and work on policy,” she says. In addition, this past year “we approved our first board policy manual. Hiring a consultant and participation in Ripple Effect were both extremely helpful in getting us here,” she adds. “It’s been a lot of hard work, but we now have a board who knows their role and I have been freed up to do mine.” Values “T he greatest challenge has been helping my board transition to a board that leads by grace and high trust. It is refreshing to know my board seeks after my welfare, and desires the best for my staff and those we serve,” an executive director says. “They are not preoccupied with metrics and num- bers, but desire to see us all grow deeper into the grace of Jesus. This has allowed us to vision together, wrestle with hard decisions, disagree but not go away, and create a culture of grace that touches everything we do. Grace is in our DNA.” Another CEO feels that his mis- sion hasn’t really had challenges with the board. “This is in no way my boasting about the work I’ve done or how well the mission is doing. It’s just that God has blessed us exceed- ingly and abundantly, and as such the Lord has done an incredible job of running the mission.” “However,” he adds, “I have no illu- sions that the board, if needed, would tighten the reigns, so to speak, should the need arise.” For the board’s part, they “sought the Lord and allowed me the latitude to manage the day-to-day affairs as needed, and I assume this positive relationship will continue as long as the wheels keep spinning with the Lord’s favor.”  48 WWW.CITYGATENETWORK.ORG MARCH/APRIL 2019  Veering off mission. If the mission is not central at every board meeting, it is easy to lose focus on the true purpose of the organization.  Complacency. A core obligation of every board member is participation. Complacency might include board members missing meetings, failing to participate in discussions, and putting off assignments.  Multiple voices. A board only has authority as a group. Boards speak with one voice, which is developed through deliberation. Individual board members are bound to the collective decision.  Limitless terms. Boards must accept and thrive on change. New perspectives and different ideas keep the organization moving forward. Term limits help the board avoid stagnation.  Lack of self­assessment. By analyzing itself, the board can lay the groundwork for self­improvement.  Not asking questions. When board members don’t ask questions, they don’t have a clear understanding of what’s going on.  Board not adequately reviewing financial information. One of the basic responsibilities of the nonprofit board is to ensure financial stability. It should regularly review finances to make sure the organization is in a financially appropriate condition to carry out its mission. Sources: BoardSource, Get Fully Funded, Brittenford Systems Top Concerns These are some of the most combative areas for boards and CEOs to deal with: