Boards Under Pressure: A Crisis Response Playbook

This is another deep dive in our first 30 days, and it’s a thorny one - how to work with boards under pressure.

Let me start with this—I have a ton of respect for board members. It’s a thankless job. The pay is zero, the legal liability is real, and the time commitment often collides with jobs, families, and sanity. And when an organization is in crisis or transition? Forget it. The board is likely exhausted, burned out, and one emergency Zoom away from quitting. They’re over the drama, the 9 p.m. fire drills, and being dragged through the mud.

Honestly, if I had one of those memory-erasing pens from Men in Black, I’d use it for board and staff alike. Just wipe away all the grudges, warped narratives, assumptions, and bad blood that have built up since trouble started.

But because we’re human, and because humans under stress don’t always operate at their best, even smart, well-meaning people can end up making decisions that take you sideways.

The Four Archetypes of Boards Under Pressure

In interim gigs, I see common themes among boards. People are more nuanced of course, but these archetypes capture some core dynamics.

👩✈️ The Co-Pilot

The dream scenario. The ED and board chair are co-pilots of a twin-engine jet. Different roles, but a shared flight plan. We trust each other. We call often—sometimes just to vent. We talk each other off the ledge. We’re rowing in the same direction. We’re in it to win it.

🕵️ The Ghost

The board is done. They’re out! They’ve handed me the keys and backed away slowly. I get it—this has been exhausting. But I still need them. I need their institutional knowledge. I need their connections to funders and partners. I need them in the foxhole with me. If this is you, stay with me! If I send materials, read them. If I invite you to a meeting, show up. I know you didn’t sign up for this mess, but I can’t do it without you.

🧠 The Savior

This board is convinced it’s the smartest group in the room. There may be a condescending tone about staff, even if staff have the most real-world, frontline experience. The ED is left out of important conversations and told to sit back and wait for the board to rule. It feels like an oligarchy. 

🔧 The Micromanager

They’ve been in the weeds so long, they can’t find their way out. Every email, every deck, every hire—they want in. And if you push back? God help you. In the immortal words of Queen Elsa: let it go. I’ll call when I need you. And I will. But I need to lead, not report to twelve bosses.

What Works: Healthy Governance in Practice

At its best, a board is a strategic partner—not an ED babysitter. In my best interim roles, the board:

• Sets clear goals and expectations

• Supports without hovering

• Asks smart questions, not gotcha ones

• Aligns around mission, not personal agendas

They understand that governance is a relationship—not a checklist. Their job isn’t to manage the organization – it’s to ensure the organization is being well managed. 

The best boards help answer:

• Are we fulfilling our mission?

• Are we financially and legally sound?

• Are we setting the next ED up for success?

My Pledge to the Board Chair

I end up spending the most time with the board chair. It’s a two-way street. You have expectations of me, and I have needs from you. Here’s what I promise:

• Radical transparency – In the past, you may not have received the information that you needed to make informed decisions. That changes now. I will tell you everything I know as soon as I know it.

  
  

• No sugarcoating – I’m not auditioning for the permanent gig. I’ll tell you the truth, even when it’s hard.

  
  

• Solutions, not just problems – I’ll bring options and tradeoffs, not just complaints.

  
  

• I won’t abandon you – I’m more loyal than a golden retriever. Ride or die.

  
  

• We’ll celebrate wins, too – The good days will come. And when they do, I’ll make sure you hear about them.

For new or interim EDs, if you’re stepping into a broken system, reset the narrative early. Re-clarify roles. Rebuild trust. And most importantly, lead with grace. Assume positive intent. Remember, everyone’s doing the best they can—even if they show up in sour mood.

Are you on a board with issues? Know of board members who should hold up a mirror to themselves? Want to celebrate great boards, or vent about frustrating EDs? Let me know in the comments. As always, sharing is caring. 

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