If you’ve ever sat in a board meeting and thought, “Why are we spending 20 minutes debating font sizes on the gala invitation?” — this one’s for you.
Micromanagement is the boardroom version of helicopter parenting. It often comes from a good place: a desire to be helpful, engaged, and protective of the mission. But when a board starts nitpicking staff work or second-guessing every operational detail, it doesn’t just create frustration. It erodes trust, slows progress, and muddies the waters of governance.
So, how do boards find that sweet spot between engaged and overbearing?
1. Remember Your Lane: Strategy, Not Spreadsheets
Board members are there to govern, not to manage. That means focusing on strategic direction, fiduciary duties, and high-level oversight—not how the newsletter gets formatted or whether Janet ordered enough cookies for the member mixer.
It’s also worth remembering that many boards delegate meaningful work to committees. Committees can roll up their sleeves and dig into specific areas like finance, governance, or events—And here’s the kicker: sometimes committees tackle operational tasks—like scouting venues, choosing decorations, or finding speakers. When board members get overly involved in that level of detail, especially when volunteers are already stepping up, it can be discouraging. Unlike staff, volunteers aren’t paid to stick around. If they feel micromanaged or undervalued, they might just walk.
Fiduciary Tie-In: The Duty of Care means paying attention and asking smart questions. It does not mean rewriting staff reports or running committee meetings like a CEO. Use your judgment to stay informed without diving into daily operations.
2. Ask, Don’t Assume
Instead of saying, “We need to change the event location,” ask, “How did staff determine the venue for this event?” Questions open the door to understanding, while directives can feel like overrides. Trust is built on dialogue, not demands.
3. Delegate with Trust and Verify with Respect
Delegation isn’t abdication. It’s the recognition that your staff are professionals who need room to do their jobs. That said, healthy oversight means following up thoughtfully—not with a magnifying glass, but with curiosity and care.
Example: A board that reviews monthly financials and asks big-picture questions (“How are we tracking toward our annual goals?”) adds value. A board that asks why the staff spent $6.45 on a print job last Tuesday? Not so much.
4. Create Guardrails, Not Guard Dogs
Policies and clear role descriptions are your best friends. Set expectations early about what falls within board purview versus staff responsibilities. This makes it easier to stay in the right lane—and correct course when things get wobbly.
5. Name the Pattern (Gently)
If your board is veering into micromanagement territory, bring it up with empathy. Try: “I’ve noticed we’re spending a lot of time on operational decisions. Are there ways we can refocus on our strategic priorities?”
Sometimes all it takes is a gentle mirror to shift behavior.
Final Thought:
Governance isn’t about control; it’s about stewardship. A well-functioning board is like a good jazz ensemble—everyone listening, keeping tempo, and knowing when to solo and when to support. If your board is struggling with micromanagement, it’s not a sign to disengage. It’s a sign to recalibrate. Engage smarter, not harder.
And yes, let Janet handle the cookies.
