This is one topic that takes a tremendous amount of energy and stress for both the Board and Chief Staff Officer. Granted some Board members truly believe operational micro management of a part of their duties as a Board member. (An appropriate Board orientation will help correct this fallacy).
Other time that Chief Staff Office (CSO) does not properly define the difference between a Board member offering a’ helping hand’ and inappropriate micro managing. By not setting boundaries the micro managing may fester by confusing employees, creating staff riffs and a lack of respect for both the Board member and CSO
If the organization has sufficient staff ‘rule of thumb’ is the Board concentrates on the why and what, the CSO concentrates on the how……… If the staff is smaller and/or a Board member can be of operational assistance the CSO must set boundaries on what is acceptable and what is micro managing.
The key is setting the boundaries ‘up front’ and a resolution on what happens if the Board member crosses the line into micro managing. When this is not done major damage can occur.
