In the nonprofit and club world, boards play a pivotal role in guiding strategy, ensuring sustainability, and shaping the future of their organizations. Yet many boards find themselves stuck—committed volunteers with good intentions but little forward momentum. Why? Often, it's not a lack of passion or effort. It's the mismatch between intent and behavior, as well as a series of internal contradictions, usually on boards, that quietly undermine progress.
1. They Want Help—But Only on Their Terms
Boards often recognize they need support. They may bring in consultants, form committees, or ask for outside advice. But the real problem arises when they only accept the help that aligns with their preexisting regulations and "ways of doing things." Anything that challenges their current thinking is often dismissed or met with resistance.
This kind of selective engagement limits the value of outside input. Practical support may require boards to reconsider their old assumptions and confront reality. Without that openness, "help" becomes little more than reinforcement of the status quo. And when new members come on, they quickly burn out trying to make a change when met with consistent resistance.
2. They Want Change—But Refuse to Change Their Practices
Boards discuss new plans, the desire to progress, and attracting new members—but real change requires more than wishful thinking. It requires behavioural shifts and new practices: how meetings are conducted, how decisions are made, and how leadership is exercised, both in terms of approach and with whom.
You can't expect new results from old habits. Boards must evolve their practices if they want transformation in their organizations.
3. They Want Growth—But Cling to the Status Quo
Growth sounds appealing, but it requires courage—the willingness to let go of familiar yet ineffective practices. Boards that insist on doing "what we've always done" risk becoming stagnant, even as they outwardly pursue progress.
Tradition has its place, but when it becomes a block to creating effective change, traditions need to be re-evaluated. Often, small shifts can initiate positive change when new thought leaders can integrate change within existing traditions.
4. Well-Meaning Volunteers—But Mismatched Roles
Most club boards comprise well-meaning adults who share a passion for their work and their sport. These are people who care deeply and want to give back. And in many cases, boards are struggling to find help—so they welcome anyone willing to lend a hand.
However, when roles are given to individuals to cover gaps rather than based on skill or a good fit, problems can and do arise. Passion doesn't always equal proficiency. Misalignment between role requirements and volunteer capabilities can lead to frustration, inefficiency, and, eventually, burnout.
5. Leaders Who Manage—But Don't Lead
Another challenge is the difference between management and leadership. Managers are essential—they organize, coordinate, and execute. But boards also need visionaries: leaders who see the big picture, understand long-term goals, and chart a strategic path forward.
When individuals are focused solely on day-to-day logistics rather than leadership, the organization can drift—they can be busy but directionless.
6. Doing Without Planning
Organizations that are constantly in "doing mode" can lose sight of the bigger picture. It's easy to get caught up in event planning, fundraising, or membership drives—but if these activities aren't strategically aligned, they can scatter an organization's energy rather than focus it.
Every initiative should support the organization's vision and mission. Without thoughtful planning, clubs risk becoming reactive rather than proactive—led by the calendar instead of their mission.
7. Lack of Funding Limits Access to Real Help
One of the most persistent and under-discussed challenges is the issue of funding. Clubs and organizations often operate with minimal financial resources, which directly impacts their ability to get help where it's most needed. Volunteers do what they can, but some roles—such as strategic and financial planning, marketing, or program development—require professional skill sets.
Without reliable revenue streams or practical fundraising efforts, organizations can't afford to hire professionals who can elevate their operations to the next level. Investing in fundraising strategies or sustainable income sources isn't just about growing—it's about enabling the kind of support structures that create growth and long-term sustainability over time.
Moving Forward
Boards don't struggle because they lack passion. They struggle when their roles, structures, practices, and leadership styles don't align with their goals, vision and mission. Recognizing the contradictions—and the cost of avoiding change—is the first step to moving forward.
To build a stronger organization, boards must:
- Be open to help that challenges their assumptions.
- Align their actions with their aspirations.
- Match roles to skills—not just availability.
- Encourage authentic leadership that sees beyond today.
- Balance doing with strategic planning.
- Invest in sustainable funding to build capacity.
Well-meaning people make a difference. But well-aligned, well-funded, and well-led boards transform organizations. The path to that transformation starts with honest reflection—and the courage to lead differently.
Learn more about what we will be covering this fall on this LIVE training: https://cherylroose.com/dragon-boat-coaching-course-build-healthy-team-cultures
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