Every nonprofit board has work to do
One of the nonprofit phrases that makes me twitch a little is this: “We’re a working board.”
Not because I dislike the idea. Quite the opposite. I want board members who are willing to work.
What frustrates me is the way people talk about “working boards” and “governing boards” as if they are two completely different things. As if one board rolls up its sleeves and does the work, while the other sits around a table, nods thoughtfully, approves a budget, and disappears until the next meeting.
That is not how this should work.
In my view, every board is both a working board and a governing board. The balance may shift depending on the organization’s size, stage, staffing, resources, and needs, but every board has governance responsibilities. And every board has work to do.
The better question is not, “Are we a working board or a governing board?”
The better question is, “What does this organization need from its board right now?”
All boards govern
Every board has a governance role. That does not change because an organization is small, volunteer-led, newly formed, or still figuring out its systems.
At a basic level, boards are responsible for setting policy, approving budgets, providing financial oversight, electing board members and officers, making major organizational decisions, and ensuring the organization is acting in alignment with its mission.
That is governance.
It is not always glamorous. It is not always exciting. But it matters. Governance is the structure that helps protect the organization, sustain the mission, and make sure decisions are being made with care.
So when people say, “We are not really a governing board. We are a working board,” I get nervous.
Because all boards govern. The question is whether they are governing clearly, intentionally, and responsibly.
All boards work
At the same time, I do not love the idea that a “governing board” somehow means board members do not have work to do.
They absolutely do.
Board members should not just show up to a meeting, listen to reports, vote on a few things, and consider their job done. Board service should require engagement.
That work may look different depending on the organization, but it often includes helping raise funds, supporting the mission, showing up at events, promoting the organization, making introductions, serving on committees, engaging other supporters, offering expertise, and being a visible champion for the work.
A board member does not need to run the organization. That is not the point.
But they do need to participate in strengthening it.
A board that leaves everything to the executive director or CEO is not being strategic. It is being absent. And that absence shows up quickly, especially in areas like fundraising, community visibility, relationship-building, and organizational credibility.
The phrase “working board” can scare people away
One of the places this gets tricky is board recruitment.
I have heard organizations describe themselves as a “working board” with the best of intentions. They are trying to be honest. They want prospective board members to understand that there is real work involved.
That is fair.
But the phrase can land differently than intended.
Some people hear “working board” and immediately think the organization is disorganized, understaffed, or not at a stage of professional growth. They may picture a board that is doing everything because no one knows who is responsible for what.
Sometimes that may be true. But often, the organization is actually growing and becoming more professional. The work just looks different.
Instead of saying, “We are a working board,” organizations should be more specific:
Board members are expected to serve on a committee.
Board members help open doors for fundraising and partnerships.
Board members attend key events.
Board members support community outreach.
Board members bring their expertise to strategic questions.
Board members help strengthen the organization’s visibility and credibility.
That is clearer. It is more useful. And it helps people understand what kind of work is actually expected.
The goal is not to scare people off. The goal is to be honest about engagement.
“Governing board” can become an excuse too
The flip side is just as important.
Sometimes “governing board” becomes a polite way of saying, “We do not really ask the board to do much.”
That is a problem.
A board can be very clear about governance and still be deeply engaged. In fact, the best boards usually are. They understand their role. They focus on the right level of decision-making. They do not micromanage staff. But they also do not disappear.
They ask good questions. They show up. They help build relationships. They support fundraising. They bring their networks, skills, and perspective to the work.
A governing board that is too hands-off can leave the executive director or CEO carrying too much alone. That may work for a while, but over time, it can lead to burnout, missed opportunities, weaker fundraising, and a board that does not fully understand the organization it is supposed to be governing.
Good governance is not passive.
The work changes based on what the organization needs
This is where the nuance matters.
A new or small organization may need board members to do more hands-on work. They may be helping plan events, manage outreach, build systems, or directly support operations.
A growing organization may need the board to shift more toward structure, strategy, fundraising, and oversight as staff capacity increases.
An established organization may need the board to focus more on long-term sustainability, risk, leadership, major partnerships, and strategic direction.
An organization in transition may need something else entirely.
The work changes. That does not mean the board stops working. It means the work evolves.
The board should regularly ask:
What needs to get done?
What role should the board play?
Where can board members’ expertise help?
What should staff own?
What should committees or task forces handle?
What requires full board governance?
Those questions are much more useful than trying to label the board as one type or another.
Clarity matters more than labels
The problem is not whether a board is “working” or “governing.” The problem is when no one is clear about what those words actually mean.
Board members need to know what is expected of them. Staff need to know where board support is helpful and where board involvement becomes interference. The executive leader needs partners, not passive observers or surprise micromanagers.
If board members are expected to raise money, say that. If they are expected to attend events, serve on committees, make introductions, support advocacy, advise on strategy, or help with community visibility, say that.
Do not hide behind vague language. Be specific about the work.
A better question for your board
So the next time someone asks, “Are we a working board or a governing board?” try asking something different:
What does our organization need from this board right now?
That one question opens up a much more useful conversation.
Maybe the organization needs board members to help with fundraising. Maybe it needs stronger financial oversight. Maybe it needs clearer committee structure. Maybe it needs board members to stop doing staff work and focus more on strategy. Maybe it needs board members to show up more visibly in the community.
Maybe it needs all of the above.
The answer may change over time. That is okay. Boards should evolve as organizations evolve.
At the end of the day, I believe this pretty strongly:
All boards govern. All boards work.
The best boards understand both parts of the job. They take their fiduciary and governance responsibilities seriously, and they show up as active champions for the organization’s mission, sustainability, and future.
The work may look different from one organization to another. It may change from year to year. It may shift as staff capacity grows or as the organization moves through different stages.
But there is always work to do.
The real question is whether the board is clear, aligned, and honest about what that work should be right now.