Roger L. Yancey, Headmaster
Savannah Christian Preparatory School, Savannah, GA
Working with a dysfunctional board sounds like an oxymoron. The board seemed wonderful when you accepted the position as administrator. But suddenly or subtly, you begin to feel like an outsider at the board meetings. Board members hardly speak. Meetings are belligerent. Members begin to bully each other and you. Efforts to micromanage become obvious. How do you cope?
The Pharaoh Who Knows Not Joseph
Now there arose up a new king over Egypt, [who] knew not Joseph. Exodus 1:8, KJV
As Christian school administrators, we sometimes find ourselves working with a board that is very different from the one that hired us. Terms expire, people move, new board members appear, and invariably a new board emerges that knows not the administrator the previous board hired, had confidence in, and even admired. The personality of the whole board changes.
If and when the pharaoh who knew not Joseph arises, we must remember several basic tenets. God never has to say, “Oops!” The sovereign God who called us to serve Him in that place is not surprised; neither should we be. We should ask what God would have us learn about His faithfulness, His mercy, and His grace in difficult circumstances. God can use our weakness to bring glory to Himself. Our attitude, actions, and reactions should honor Him at all times and in all situations. God establishes the authority of the board, and in obedience to Him we subject ourselves to its authority. Specifically, we must remind ourselves that it is the Lord whom we serve, and thus we do so wholeheartedly (Colossians 3:23–24). Also, we should pray for our board members. When we can in good conscience no longer do these tasks, we need to resign and ask God where He wants us to serve Him next.
The Belligerent Board
Thus says Pharaoh, “I’m not going to give you any straw…. but none of your labor will be reduced.” Exodus 5:10–11, NASB
The once cooperative board becomes one that would rather fight than make a decision supporting the administration. The how and why this happens may not be mysterious, especially when the administrator operates on the premise that it is easier to ask for forgiveness than to get permission. This modus operandi may bring about a well-deserved chastisement. Boards should take this type of action, for correcting mistakes is well within their purview. But when, where, and how the chastening takes place certainly makes a world of difference in how it is received. On our part as wise administrators, we should not blow up and threaten to resign unless we are ready for the board to accept the offered resignation. Also, storming out of a meeting only adds fuel to the fire. The fleeting satisfaction we might receive from giving the board a “piece of our mind” is ultimately counterproductive. We cannot assume we know what the board members want; they must tell us what is on their minds. Notice the plural word minds. Trying to accommodate 8, 10, 20, or more different expectations is difficult, if not impossible. However, reasoning with an enraged board is futile. Wait for calm and then discuss openly and candidly with the board chairman personal concerns, the board’s concerns, and strategies to reach agreed-upon objectives. Clarifying concerns as well as referencing them in the context of policies helps to remove emotions and provide paths to soothing hostile attitudes.
The Bullying Board
Then Pharaoh also called for the wise men and the sorcerers, and they also, the magicians of Egypt, did the same with their secret arts. Exodus 7:11, NASB
Some board members consider a “good fight” to be healthy and constructive. Personalities drawn to this model desire to control board meetings by appearing to be tough, hard-nosed—even cruel and threatening. They appear self-confident and strong in order to intimidate milder and gentler people. If given one meeting or not confronted early on, the bully will likely see the administration as weak and ill suited to being in charge. When these members attack or threaten, the best defense is a strong, calculated offense. We as administrators must lead the effort to confront those who have a bullying attitude. The who, when, where, and how are once again important. Addressing the problem without being confrontational and by using the Matthew 18 principle is the best way. Administrators and board chairs should not be afraid to ask for the resignation of those not willing to conduct board matters in a civil, Christian manner. Remember, meekness is not weakness. It is purposeful submission. If the hostilities continue, ask God if He is finished with you in that place. Guard against becoming a physical or emotional wreck—sucking Rolaids like candy, suffering sleepless nights, dreading board meetings.
The Micromanaging Board
Pharaoh said, “I will let you go, that you may sacrifice to the Lord your God in the wilderness; only you shall not go very far away. Make supplication for me.” Exodus 8:28, NASB
Boards that try to usurp the administration’s responsibility for the day-to-day business of running the school by making every decision and spelling out in detail every procedure are doing the school, the parents, and the students a serious disservice. Such tight reins paralyze operations, choke creativity, and stunt the growth of any professional staff.
The strategy for preventing this problem lies in having a clear understanding with the board regarding who is the professional educator. Boards should hire us as professional educators who make the day-to-day decisions, and in turn we must earn their confidence. Good policies will clearly delineate between governance and administration. Also, we need to make sure that the role and responsibilities of the board are public knowledge. This strategy reminds the board and others of the proper functions of the board. As administrators, we need the experience and expertise of our boards, so we do much to build camaraderie and esprit de corps by working together. In developing this relationship, we need to keep the board informed. Boards do not like surprises any more than we do. A written report on the state of the school keeps board members aware of WGOITS (what’s going on in the school). Such a report should include the good, the bad, and the ugly. It should be disseminated two weeks before the board meeting. Board members should read the report ahead of the meeting and call the head of school before the board meeting takes place with any specific questions or concerns. Then these can be addressed with accuracy during the headmaster’s report at the meeting. In summary, working with a dysfunctional board is difficult but not impossible. Remember that God is not caught off guard when this happens, and I would suggest that He is not pleased either. As the leader of God’s school, ask God to grant you the wisdom, strength, and patience to soothe the belligerent board, confront biblically the bullying board, and win the confidence of the micromanaging board. In doing so, you can glorify Christ, whose name is, after all, the basis for the term Christian school.
Working with a Dysfunctional Board 6.4