Four Ways to Remove a Board Member
How to remove a board member that consistently disrupts meetings or is otherwise destructive and demoralizing.
Article Highlights:
How to remove a board member
Occasionally, a board member needs to be removed from the board. In some cases, a conflict of interest or unethical behavior may be grounds to remove an individual from the board. In other cases, the behavior of a board member may become so obstructive that the board is prevented from functioning effectively.
The best boards often have strongly felt disagreements and heated arguments. Challenging groupthink and arguing for an unpopular viewpoint are not grounds for getting rid of a board member.
But if a board member consistently disrupts meetings or is otherwise destructive and demoralizing, it may be appropriate to consider removing the individual from the board.
1. Personal intervention
One-to-one intervention by the board president or other board leadership is a less formal solution to managing problem board members. If a board member has failed to attend several meetings in a row, or has become an impediment to the board’s work, the board president can meet informally with the board member in question. The conversation can occur in person or on the telephone; the board president can specifically request a resignation. Examples:
- “I respect your strong opinion that we have made the wrong decision about moving the office. But we can’t continue debating the issue. If you don’t feel you can wholeheartedly help us try to make the decision a success, I’d like you to consider leaving the board.”
- “I suspect this is a time when it’s just not possible for you to get to the meetings and participate as fully as I’m sure you woud like. I’m wondering if it would be better if we released you from your board obligations… what would you think about my sending you an email confirming your resignation due to lack of time?”
- “I’m having a hard time managing board meetings with your frequent interruptions and I am worried about losing board members due to the kinds of criticisms you make of them in meetings. I think it would be best if you would take a break from the board… you could resign now, and later, when there’s a different board president, talk with him or her about your re-joining the board.”
2. Leave of absence
Make it possible for individuals to take a leave of absence from the board if they have health, work, or other reasons why they cannot participate fully during the current term. A board member can take, for instance, a 6-month “disability leave,” or a 3-month “busy with new job” leave.
You can either keep the person on the board formally (but not expect them at meetings) or you can have them resign for purposes of determining a quorum. Either way the time on leave counts towards their board term; otherwise someone who takes a year’s leave can end up being on the board for much longer than is appropriate.
Suggesting a leave of absence to a board member who is, for example, failing to do tasks he or she agreed to do, offers a gracious exit and allows the board to assign tasks elsewhere.
3. Term limits
Most boards (62%) establish not only board terms but also term limits, such as two-year terms with a limit of three consecutive terms. In such a situation, a board member cannot serve more than six consecutive years without a “break” from the board. After a year off the board, an individual can once again be elected to the board.
Proponents feel that term limits provide a non-confrontational way to ease ineffective board members off the board. Opponents of term limits believe that, with proper board leadership, errant board members can be guided toward either improving their behavior or quietly resigning from the board. (The difficult part is ensuring “proper board leadership” over many years.)
Whether or not you have term limits, place a person’s term right next to their name on the board roster; otherwise it’s too easy for everyone to forget how long they’ve been on the board or when their term ends. Example:
- Jack Moon (Term 2 ends January 2012)
4. Impeachment
Your organizational by-laws should describe a process by which a board member can be removed by vote, if necessary. For example, in some organizations a board member can be removed by a two-thirds vote of the board at a regularly scheduled board meeting.
If you do not have a way to vote out board members, add this now to the bylaws, not when there’s “a problem with a first and last name.”
See also in Blue Avocado:
- What to Do When You Really, Really Disagree with a Board Decision
- What to Do With Board Members Who Don’t Do Anything
- Board Terms: Try 1 Year Then 3 Years Then 2 Years
- A Board Member Crosses the Line
This article is adapted from one in the Best of the Board Cafe, Second Edition, by Jan Masaoka. Click here to order.
You might also like:
- Nonprofit Photo Contest
- Insider Newsletters: An Easy Way to Keep Your Board in the Loop and Engaged
- Board Horror Stories: How to Reduce Board Resignations
- Link Arms to Elevate Your Nonprofit’s Impact
- Rebuilding Nonprofit Boards: When a New Board Can Be a Fresh Start
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About the Author
Jan is a former editor of Blue Avocado, former executive director of CompassPoint Nonprofit Services, and has sat in on dozens of budget discussions as a board member of several nonprofits. With Jeanne Bell and Steve Zimmerman, she co-authored Nonprofit Sustainability: Making Strategic Decisions for Financial Viability, which looks at nonprofit business models.
Articles on Blue Avocado do not provide legal representation or legal advice and should not be used as a substitute for advice or legal counsel. Blue Avocado provides space for the nonprofit sector to express new ideas. The opinions and views expressed in this article are solely those of the authors. They do not purport to reflect or imply the opinions or views of Blue Avocado, its publisher, or affiliated organizations. Blue Avocado, its publisher, and affiliated organizations are not liable for website visitors’ use of the content on Blue Avocado nor for visitors’ decisions about using the Blue Avocado website.
Great article, Jan. I will add this to my list of must-reads for Boards (together with your article on dashboard repiorting, my personal favourite) Steve Bowman, Conscious-Governance, Australia
Thanks very much for the literature about the practical way of handling Foundation issues that require suspension and termination of a Board member, because removing some requires real skill. The other challenge is when the Board of Trustees is obstructive.
Thanks for featuring this Jan. Here in the oh-so-polite corner of the country (Pacific Northwest) boards will tolerate negative behavior, even bullying, rather than address the issue directly and remove the board member. I once sat on a board which had a bully as a member. He had been recruited specifically for his knowledge and connections which were relevant to our strategic plan. But there was no "test" for personality. Turns out he was a horrible bully, and it took a superhuman effort to get him off the board. As board members we simply must address these issues head on instead of hoping they'll go away. Liz Heath Sound Nonprofits
but what about those methods that some might deem 'questionable', but nonetheless can be quite effective as well? * forgetting to tell those 'certain members' where the meetings are being held… * completely ignoring the person when they do manage to find the meeting… * and my personal favourite, blackmail… 😉 Adrian Ashton http://www.adrianashton.co.uk
I found a good way to balance the advantage of keeping good board leadership through not having term limits and weeding out bad board members through term limits: at the end of each person’s term, the board executive committee evaluates the board member and decides whether or not to invite them to serve another term. (I believe the idea came from an interview with Max De Pree in a book on nonprofit leadership.)
Stan Mansfield, Shepherds Bible College
You always include the most timely information…I appreciate you…we especially needed the section on board member removal/term limits. I can't imagine anyone wanting to remove you from their board. I think you would have the opposite challenge. Janice
great advice and thanks to AAIE for the heads up on this website laura (board chair at an international school )
great advice and thanks to AAIE for the heads up on this website laura (board chair at an international school )
Great article – so glad I found this site. I am secretary for an all-volunteer non-profit organization and have an odd circumstance I’m dealing with. I heard thru the grapevine that one of our board members is not interested in participating any more. I left him several messages to confirm if this is true or not, but he won’t call back. This board member holds an officer position, therefore has actual duties that need to be accomplished. Is it appropriate and would it be legally binding to send written correspondence to him that states if he does not respond within a certain amount of time, the board will assume that his silence construes resignation? I don’t want to be in limbo indefinitely because someone decides to flake and not take the time to send us a note with the words I resign on it! Our bylaws do not address this situation. Any suggestions or advice would be appreciated.
This isn't legal advice, but I like your idea of sending him a letter. Then have the board vote to accept his resignation.
Good luck with a tricky situation! Jan
What a fascinating thread. I think it is helpful always to remember the personalities and egos and feelings of the board members — while important to keep in mind — are absolutely, positively secondary to the mission and clients of the organization. It seems to me that if we keep this in mind, confronting a “troublesome” board members is less daunting a prospect.
I understood that when someone is on leave from a volunteer non-profit board position, they are technically still a member of that board and therefore are still legally responsible for decisions made by that board. Because of this understanding, I have advised Trustees and clients of my consulting practice to step down from the board instead of taking a leave. Your thoughts on this point, Jan?
I understood that when someone is on leave from a volunteer non-profit board position, they are technically still a member of that board and therefore are still legally responsible for decisions made by that board. Because of this understanding, I have advised Trustees and clients of my consulting practice to step down from the board instead of taking a leave. Your thoughts on this point, Jan?
I had the experience where the board president was the offending party, and the other board members did not want to take on the drama of asking her to change or leave. I ended up leaving instead.
What do you do when the Board President is the offending party? I am the Managing Agent for this property and have been for over 20 years. I have no intention of voluntarily leaving my job as I love it and want to see the best for the residents and staff at this facility (I am under contract with the Property/Board). I have never had any serious issues like this until this particular Board Member. He has insulted me (putting it nicely) several times and always wants to discuss any ‘issues’ either after the Board meeting or in between. The constant calls are ridiculous as well as undermining of the other Board members. I am going to address this situation very soon and I am certainly not looking forward to it.
By address this – I mean bring this up at our next meeting to see if the rest of the Board has a solution. I could really use some advise though as to how to approach this without coming off as being vindictive, etc. I just want this particular member to realize that he cannot control the entire Board by doing things ‘in between’ meetings. He does know how i feel by the way. Thanks!
What a fascinating thread. I think it is helpful always to remember the personalities and egos and feelings of the board members — while important to keep in mind — are absolutely, positively secondary to the mission and clients of the organization. It seems to me that if we keep this in mind, confronting a “troublesome” board members is less daunting a prospect.
This is indeed a VERY FASCINATING THREAD!! I can especially relate to the post by Anonymous on 5/31 which is practically identical to our situation!!! I’d be interested in what your wise volunteer said in their “rehearsed script”!!
Although our current board chair has not actually SAID that she is intending to try to get the 2 co-founders who w/o whom the organization would completely cease to exist, to resign, I suspect that is what she probably has in the back of her head!!
How do you go about addressing this when the Co-Founder & Executive Director are one in the same?
I have an issue that I don’t see addressed. Thanks to the information on this site, our organization now has a 1yr-3yr-2yr term arrangement and the Board member must leave the BOD after 6 years. I am currently President, finishing my 6th year, and will no longer be a director after our annual meeting next month. I do expect to stay involved, but on the committee level.
Last night, the Nominating Committee presented the list of new members for a 1 yr term beginning in October. One of those named is a former Board member for over 12 years (leaving the BOD for a year, then coming back) and our most recent past-president. Our by-laws are clear about term limits, but not about returning board members. There was much discussion about whether returning former members to the Board are a good idea or if, as with many of our former Board members, they should be directed to committees instead. This concern is affected by whether the individual made valuable contributions during their term or whether they just want to “wear the Board badge” and not offer much in the way of effective leadership.
Any suggestions?
Can Anyone provide any information on the type of correspondance needed when the board needs to be reconstituted?
Thanks!
I have a real concern about "leaves of absence" for board members. In most cases, a member of a nonprofit organization board is a director of a corporation. (Normally, nonprofits granted tax exempt status also have corporate status in their given state; even some nonprofits that haven't yet, or don't plan to secure 501 c3 or 501 c4 status are incorporated.) As such, those directors have specific legal duties of care that simply can't be carried out if they aren't present but for which they may be held liable in the event of a lawsuit or other legal troubles. I'd suggest preventing this sort of trouble in the first place by including in your bylaws a provision that a board member who has not attended three consecutive board meetings be considered as having resigned. (I don't think it matters whether the absences are excused or not excused; why would you keep a director who misses an entire quarter's meetings, what can that person possibly be contributing to your mission?) You can also have a provision for someone rejoining the board if there is an opening available. Then, for someone you'd really like back after a period of absence, you'll be able to re-invite them to join the board, and complete their original term. All the way from Scotland, and fondly remembering my nonprofit colleagues–Martha Vail
I have a real concern about "leaves of absence" for board members. In most cases, a member of a nonprofit organization board is a director of a corporation. (Normally, nonprofits granted tax exempt status also have corporate status in their given state; even some nonprofits that haven't yet, or don't plan to secure 501 c3 or 501 c4 status are incorporated.) As such, those directors have specific legal duties of care that simply can't be carried out if they aren't present but for which they may be held liable in the event of a lawsuit or other legal troubles. I'd suggest preventing this sort of trouble in the first place by including in your bylaws a provision that a board member who has not attended three consecutive board meetings be considered as having resigned. (I don't think it matters whether the absences are excused or not excused; why would you keep a director who misses an entire quarter's meetings, what can that person possibly be contributing to your mission?) You can also have a provision for someone rejoining the board if there is an opening available. Then, for someone you'd really like back after a period of absence, you'll be able to re-invite them to join the board, and complete their original term. All the way from Scotland, and fondly remembering my nonprofit colleagues–Martha Vail
What if the board president is the problem? Who talks to them? Can a vote of no confidence be taken by the school district?
School district board members are elected in some areas and appointed in others, so it's not possible to generalize across both types, I'm afraid.
I have just become ED for an organization where there are some difficulties (I knew this coming in). There are currently 4 board members (there are 3 vacant positions) consisting of the Chair, Vice Chair, Secretary Treasurer and one member at large. Currently Board quorum is three, the problem I am having is that the Vice Chair has not attended any meetings since January and the Chair was incommunicado for January to about mid April, then was available, called mtgs etc. till about mid June and now has dropped off the map again. The remaining two Board members are fully involved. Things need to be done at the Board level (changes in signing authorities, corporate profile registry changes, etc.) that have not been done. With out the quorum I can’t get these things done and legally I can’t do some other business. What are my options?
Hi,
We have a problem Board member that the majority of the Board (maybe all) would like to vote out. He is a bully. We have bylaws outlining the procedure for doing that. Our attorney however has advised against it saying that will set us up for a lawsuit. She has given us no alternatives, but to try and deal with him. Members are resigning due to this. Do you have any suggestions? Are there any sample ByLaws with Anti-bullying verbage in them?
Thank you.
Bullies will be bullies no matter what the bylaws say. You will have to vote the person off.
We recently lost our Treasurer almost two months ago…he resigned. However, he is deliberately ignoring our requests to receive the reconciled account documents. We would like to get another Treasurer in place, but without those documents it’s going to be tough. Does our former Treasurer have legal responsibilities to our non-profit, even though he has resigned? How do we get the documents from him?
We recently lost our Treasurer almost two months ago…he resigned. However, he is deliberately ignoring our requests to receive the reconciled account documents. We would like to get another Treasurer in place, but without those documents it’s going to be tough. Does our former Treasurer have legal responsibilities to our non-profit, even though he has resigned? How do we get the documents from him?
I realize my response is years later & I’m sure hope you were able to collect your documents. Anyways, you can get it by seizure or subpoena.
Can a bully director who has been removed from the board by unanimous vote at a board meeting in which he remained absent, but after learning of his removal wants to brings up his removal issue, can he ? If so can he bring it up at the AGM? Or his issue or concern can only be dealt at the board meeting? Such a director who has been removed from the board in a certain year, can he re elect himself the same year in an AGM election?
Thank you for your help. I have been searching for a long time a site like this.
Humera.
It sounds like you need to closely review your bylaws. And while this is not legal advice, it does sound like you could use some, too!
we are an NPO registered October 2015.
we haven’t have a formal meeting since the organisation was register formally at the Dept of Social Development(RSA) to discuss the plans, programs and other administrative issues of the organisations. our chairman doesn’t take me seriously and claims i and other founding members have found the organisation functioning. i have requested him for a meeting to report all his activities to us all founding members without success.
our chairman is running the organisation like he is running his private entity.he made consultation with various organisations without informing the founding members and 50% of founding members are worried and feel that they have been used in the registration processes of the organization. this is unethical and we want him removed.
how do we remove him?
what are the stepif you found out that your existing board chairperson are over on term limits she is now in 7 years of service as a board. what are the step that we need to do? as a audit committee?
Hi, I work for a public agency in CA, and our board has no term limits. There is one board member that has been aggressive and abusive to agency staff for years. Recently it was my turn to be bullied. I’m wondering if there are rules governing the behavior of a publically-elected paid board member? I’ve been able to find rules about financial abuse but only casual mention of badgering staff.
For example: He likes to ask for detailed presentations that are not on the agenda, and then rip you to shreds for “not being prepared”. Our GM and the entire staff is terrified of him so he has free reign. He also likes to imply abuse of public funds because we can’t provide “evidence” on the spot for off-topic requests.
Help, I’m about one insult away from quitting. Are there any laws that protect staff from abusive board members?
Hi, I work for a public agency in CA, and our board has no term limits. There is one board member that has been aggressive and abusive to agency staff for years. Recently it was my turn to be bullied. I’m wondering if there are rules governing the behavior of a publically-elected paid board member? I’ve been able to find rules about financial abuse but only casual mention of badgering staff.
For example: He likes to ask for detailed presentations that are not on the agenda, and then rip you to shreds for “not being prepared”. Our GM and the entire staff is terrified of him so he has free reign. He also likes to imply abuse of public funds because we can’t provide “evidence” on the spot for off-topic requests.
Help, I’m about one insult away from quitting. Are there any laws that protect staff from abusive board members?
Our organization has a BIG problem:
I founded a membership-based organization that after 5 years, developed it into a non-profit. It has grown from 10 to nearly 200 members. I thought it would be great to have a real Advisory Board (AB) and have the Board and Committee Chairs run the day to day (as I have actually done ALL of it since inception.) We had a member-wide nominating process and an election in which I endorsed the new Board Chair. I remain the President of the not-for-profit Corporation.
Prior to my last Board meeting as AB Chair (I held that position too), the incoming AB Chair tried to have me removed and called for an election for same (without providing me proper notice per our Bylaws).
Regardless, the vote was 85% to keep me as President.
I have no problem “letting go”. She claims I have Founder’s Syndrome because I want to discuss things with her. I try to email her privately. She responds by emailing the entire Board.
Since the original vote to make the AB incoming Chair, I have tried to train this person, offered multiple opportunities for same, and even paid for training at a local Community Foundation.
The AB Chair says she does not understand or agree with the Board-approved organization structure, wants to amend all Bylaws, wants to stop the basics of our Mission (so why would we exist??) , and feels that fundraising would be ineffective.
Change is good – but not “just for the sake of change”. we have a CPA who donates all his time to us. She wants to change him – because I brought him in.
So far, she claims I’m jealous and she calls the Board members to play a lot of “he said/she said”.
I receive calls from these Board members asking HOW we can remove her. She is NOT in alignment with our Mission, and continues to cause disturbances. Since her election to AB Chair, not one thing has been accomplished. Current excuse – it’s all Covid’s fault.
I am trying to continue to have our organization grow and assist the community in alignment with our Mission.
HELP!
Our organization has a BIG problem:
I founded a membership-based organization that after 5 years, developed it into a non-profit. It has grown from 10 to nearly 200 members. I thought it would be great to have a real Advisory Board (AB) and have the Board and Committee Chairs run the day to day (as I have actually done ALL of it since inception.) We had a member-wide nominating process and an election in which I endorsed the new Board Chair. I remain the President of the not-for-profit Corporation.
Prior to my last Board meeting as AB Chair (I held that position too), the incoming AB Chair tried to have me removed and called for an election for same (without providing me proper notice per our Bylaws).
Regardless, the vote was 85% to keep me as President.
I have no problem “letting go”. She claims I have Founder’s Syndrome because I want to discuss things with her. I try to email her privately. She responds by emailing the entire Board.
Since the original vote to make the AB incoming Chair, I have tried to train this person, offered multiple opportunities for same, and even paid for training at a local Community Foundation.
The AB Chair says she does not understand or agree with the Board-approved organization structure, wants to amend all Bylaws, wants to stop the basics of our Mission (so why would we exist??) , and feels that fundraising would be ineffective.
Change is good – but not “just for the sake of change”. we have a CPA who donates all his time to us. She wants to change him – because I brought him in.
So far, she claims I’m jealous and she calls the Board members to play a lot of “he said/she said”.
I receive calls from these Board members asking HOW we can remove her. She is NOT in alignment with our Mission, and continues to cause disturbances. Since her election to AB Chair, not one thing has been accomplished. Current excuse – it’s all Covid’s fault.
I am trying to continue to have our organization grow and assist the community in alignment with our Mission.
HELP!
Your by-laws should have some language about voting to remove board members – usually 2/3. Every state’s laws differ. Calling for a vote should work – most board members choose to exit when they see 2/3 of the board is calling for their removal. If there’s no money involved they generally won’t sue but they could launch a letter writing/phone call campaign to members and others. Bringing in an attorney to enforce an NDA in this case also helps. I’m writing a founders’ guide it’ll be released in 2023 – please send your email if you’d like more info. heatherhsw@protonmail.com
Very useful article.
Hearing the stories hearing the information I really wanna thank you guys we are in new Prague new nonprofit organizacion a year and a half old and already my vice chair is causing disturbance they want me off the board I’m the founding member president CEO of organizacion my feel dad if I was to leave this would fall apart in days this is such a good build for the people that I’m scared to watch going on the chair enter heard I believe sees me as incompetent vice chair is in agreement with the chairperson the chairperson is not even signed up on registry they wanted to vote a member in is vice chair Perez vice chair is also not in there yet as register what is your thoughts I do want to discipline these 2 members
One of our Board of Directors of NPO wants to be removed. How can we remove him. Filing amendment for certificate of formation required?
One of our Board of Directors of NPO wants to be removed. How can we remove him. Filing amendment for certificate of formation required?
You should have bylaws thst state exactly how to handle your situation. You will need to follow them set by step
I am on the Board of a non profit and I think it’s shady, we’ve NEVER had a meeting, I don’t know anyone else on the board except the Director and her Husband , they control all the money and I’m not so sure cash donations are reported. I feel like some things don’t add up. How do I find out who is on the Board ? I don’t even know what my job is , ie secretary, treasurer (God I hope not) . I feel like this should be checked on what do I do? What steps do I follow to make sure I haven’t joined something that is unethical, I don’t want to accuse or be involved with criminal activity.
I have an issue that I don’t see addressed. Thanks to the information on this site, our organization now has a 1yr-3yr-2yr term arrangement and the Board member must leave the BOD after 6 years. I am currently President, finishing my 6th year, and will no longer be a director after our annual meeting next month. I do expect to stay involved, but on the committee level.
Last night, the Nominating Committee presented the list of new members for a 1 yr term beginning in October. One of those named is a former Board member for over 12 years (leaving the BOD for a year, then coming back) and our most recent past-president. Our by-laws are clear about term limits, but not about returning board members. There was much discussion about whether returning former members to the Board are a good idea or if, as with many of our former Board members, they should be directed to committees instead. This concern is affected by whether the individual made valuable contributions during their term or whether they just want to “wear the Board badge” and not offer much in the way of effective leadership.
Any suggestions?
I am on the Board of a non profit and I think it’s shady, we’ve NEVER had a meeting, I don’t know anyone else on the board except the Director and her Husband , they control all the money and I’m not so sure cash donations are reported. I feel like some things don’t add up. How do I find out who is on the Board ? I don’t even know what my job is , ie secretary, treasurer (God I hope not) . I feel like this should be checked on what do I do? What steps do I follow to make sure I haven’t joined something that is unethical, I don’t want to accuse or be involved with criminal activity.
I have a President and treasurer who’s his wife refusing to to publish a Profit and Loss statement. Our members, as I am one are worried about the money on hand and the expenditures we never know about. This organization is a 501(C)3. He has made large purchases with any body knowledge . How do you remove them. Thank you
I would think you need to ask them all of this questions. And not be part of it anymore. Fine one where you feel good about.
Due to the Open door act all meetings and proceedings of a non profit have to be open and every document can be examined by anyone including where the money is going and being spent on .
You need to ask for the annual reports, then resign. This is not a safe situation. The company should be registered with an ABN and ACNC, report to annual financials to ACNC. Do you have director insurance? the company ususaly pays this but you need to see the evidence of payment and details of the policy. Good luck, sounds dodgy
What a bout this unique situation… bylaws state that a member needs to be paid in full on their dues to vote or be elected to the board for a two year term. The rules also state that if they further delay payment they need to reapply for membership. After being elected a board a member decides to stop paying their dues. By the rules they are no longer able to vote or be elected… but they are already on the board.
What a bout this unique situation… bylaws state that a member needs to be paid in full on their dues to vote or be elected to the board for a two year term. The rules also state that if they further delay payment they need to reapply for membership. After being elected a board a member decides to stop paying their dues. By the rules they are no longer able to vote or be elected… but they are already on the board.
I have a problem with a board. We are a nonprofit. I am executive director. I get paid 220 a month. I work 7 days a week. And it seems like everything I come up with an idea for fundraising is always ignored. The president tries to intimidate me. Always asking me how to improve when I come up with an idea it gets shot down. But nobody else has any input or any volunteering time from the board. And now I’m always afraid of coming in getting fired. I’m doing collateral damage from a previous code director. And of course covid.
I have a problem with a board. We are a nonprofit. I am executive director. I get paid 220 a month. I work 7 days a week. And it seems like everything I come up with an idea for fundraising is always ignored. The president tries to intimidate me. Always asking me how to improve when I come up with an idea it gets shot down. But nobody else has any input or any volunteering time from the board. And now I’m always afraid of coming in getting fired. I’m doing collateral damage from a previous code director. And of course covid.
Did your problem resolve? I’m writing a book about dysfunctional boards and the damage they can do to an organization. I hope it worked out.
I have a story for you.
when will this be out I would love to read it I’m apart of aboard and it’s a family business in which I have three aunties hating on me because I think were paying people to much as he is only there 2days out of the month , and they dont want to give me my detailed financials. it’s been tough trying to act like a “family” after the hurtfulmthings that have been said to me
[…] Additional note: Jan Masoaka of Blue Avocado has written an excellent article entitled “Four Ways to Remove a Board Member.” Access it here. […]
Great article, but what should an Executive Director do if the entire Board (less than 9 members) are inactive and never attend a board meeting? Each officer has a term of 2-years, but we are still under year 1, and for three weeks in a row, they only showed up for 1 meeting, and missed the final two consecutive meetings. Before the meeting they did attend, it was at least 3 weeks before they had a meeting. Can the Executive Director remove the entire Board?
I am on a board & the “Gold” was to raise money to build…. The land is there for us to build but funds is need for blueprint, building, pumping, beatification, bills, taxes & salaries.
The founder wants the board to do something else with the funds, but the “Gold” is to raise the funds to build. The founder is thinking of a way to put something else on the land in order to gain funds for himself & then give part of it to the building fund. This do not sound right; The board needs a lot of prayer. He is looking at a law sue, if he uses the building fund money for his gain. The board do not know what to do to stop him from doing this.
We have a board member at church that has hurt a lot of our congregation by slandering families on a thread, calling children demons, adults thieves, liars and drunkards. She is commenting worse sin ever. We feel she needs to be removed from the board. She’s acting very controlling, evil and slandering. Our church board says she made a mistake, but everyone else that a lessor mistake than her got voted off. Need help here please, we are losing our congregation and we have been through a lot and have been there and dedicated the longest
Difficult when you are alone. If you don’t have the other members on your side, you’re dead in the water.
What does (we feel) mean? Are you incorporate? Made a mistake? Is this one instance or its constant?
Not much information to work with.