Board service can be deeply rewarding. You offer your time, expertise, and energy to advance a cause you care about. But the reality is that not all board experiences are created equal. What makes the difference? Often, it comes down to how well the board works together.
Much has been said about the importance of due diligence before joining a board and whether founding a nonprofit is the right choice. But once you have accepted board service, the real work begins—not just in governance, strategy, and fundraising, but in collaboration. The way a board functions as a team can either accelerate the organization’s impact—or quietly erode it.
Even the most mission-driven board can struggle when members fall into patterns that disrupt trust, communication, and shared accountability. And it doesn’t always come from bad intentions. Often, it’s a case of good people operating from habits that don’t serve the whole.
Let’s talk about what gets in the way — and what to do about it.
Cohesive board
A cohesive board acts as a leadership team. It brings together diverse skills and perspectives to guide the organization forward with clarity and unity. When board members collaborate well, they strengthen the organization’s ability to fulfill its mission with confidence and integrity.
I’ve seen this in action. One board I worked with faced a difficult decision about closing a long-standing but underperforming program. The room was full of emotion—nostalgia, financial pressure, community concern. What made the difference wasn’t the financial data or legal advice (though those mattered)—it was the way the board members listened to each other, made space for hard truths, and stayed rooted in the organization’s mission. They didn’t all agree initially, but they trusted each other enough to stay at the table until the best decision emerged.
Unfortunately, not every board operates that way.
Common disruptive behaviors
Board dysfunction rarely shows up in dramatic ways. More often, it creeps in through small, repeated behaviors that chip away at trust and collaboration.
The Dominator: This member often has deep experience—legal, financial, or sector-specific—and brings great value. But when they consistently speak first, most, or over others, it discourages quieter members from contributing. Meetings start to revolve around their opinion, and groupthink sets in. Over time, other board members disengage, not because they lack ideas, but because they feel there’s no room.
The Lone Ranger: This member acts independently—making decisions on behalf of the board, giving direction to staff, or pursuing personal initiatives without full discussion. One board chair I worked with shared how a well-meaning board member had contacted a major donor to “clean up” a misunderstanding, only to create more confusion and tension. Their intent was noble; their process, not so much.
The Ghost: Chronic absences, late arrivals, minimal participation—these are quiet disruptions. A board can’t function well when some of its members aren’t fully engaged. One nonprofit I advised had several “in name only” board members who showed up for gala photos but rarely contributed in meetings. This created resentment among the more active members and ultimately led to burnout.
The Hidden Agenda: Most board members are well-intentioned, but occasionally, someone joins for the wrong reasons—resume-building, networking, influence. When personal motives override the shared mission, the group dynamic suffers. Decisions become less about what’s right for the organization and more about personal gain or positioning.
The Avoider: Difficult conversations are part of board service. When members are afraid to address underperformance, unhealthy dynamics, or diverging visions, problems fester. I recall a board that lost its executive director after months of growing frustration—yet no one on the board had previously addressed the tension directly in order to remedy the situation.
Culture of collaboration
These patterns don’t have to be permanent. Here are ways to foster a healthier board culture—starting with each individual member.
Start with agreements, not assumptions: Set behavioral norms early. How will we disagree? How do we support decisions once made? What does accountability look like? Revisit these annually. Clarity prevents confusion and resentment.
Listen to understand, not to respond: Curiosity is a powerful tool. When we ask questions instead of jumping to conclusions, we make space for diverse voices and better decisions. One board I observed used a “first listen, then speak” rule—ensuring everyone’s voice was heard before moving to discussion.
Name what you see, kindly: If something feels off—domination, disengagement, disconnection—speak up respectfully. You don’t need to confront with blame. You can simply say, “I’ve noticed we’re hearing less from others. Can we pause to invite more voices in?”
Commit to reflection: Great boards evaluate more than strategy—they assess how well they function as a team. Consider brief self-assessments after major decisions, or an annual board retreat that includes a review of board dynamics.
Build relationships, not just agendas: Strong teams don’t happen by accident. Trust is built through small interactions—following through on commitments, supporting one another, showing up consistently. Don’t underestimate the power of a phone call or coffee between meetings.
When you say yes to board service, you’re not just saying yes to the mission—you’re saying yes to a team. The most impactful board members bring not only their skills and passion, but also their presence, humility, and willingness to grow.
And that’s the beauty of it. The work you do on a board can shape a nonprofit’s future. But just as importantly, it can shape you. If you let it, board service can be one of the richest experiences of shared leadership and personal growth you’ll ever have.
Patti Cotton, MA, MAOD, PCC, serves as a thought partner to CEOs and other business leaders to help manage complexity and change. Reach her at Patti@PattiCotton.com.