The first time I worked with a university president, I thought the constant tension between him and the Board of Regents was both historic and unprecedented. I’ve since learned it’s par for the course.
That governing board versus executive leadership dynamic has been reinforced by my service on nonprofit boards, where a natural—sometimes productive—tension often exists between trustees, who provide long-term oversight, and professional leadership, who manage day-to-day operations and communications.
In a healthy organization, that tension sharpens thinking and keeps both groups aligned around shared goals—whether related to long-standing priorities, new initiatives, or emerging issues. In a less healthy one, it creates confusion—about who’s in charge, what the institution stands for, and whether it really means what it says.
Over the past few months, I’ve led strategic communications sessions—first with executives at nonprofits and educational institutions, and then with volunteer board leaders from similar organizations. Everyone agreed, in theory, on the value of coordinated messaging. But in practice? The stories told a different tale—of board members going off-script or executive teams issuing statements that caught trustees off guard.
Sometimes it’s a misunderstanding. Sometimes it’s ego. Occasionally, it’s a power play. But trusted institutions don’t leave this to chance. They build internal alignment so public messaging reflects one credible voice.
Here’s how to get there:
1. Define clear roles.
Miscommunication often starts when it’s unclear who speaks for the organization. Boards and executives should agree in advance—before the pressure’s on—about who handles internal and external messaging and how decisions are made. Revisit these expectations regularly.
2. Distinguish ambassadors from spokespeople.
Even if board members don’t speak on the record, their words matter. A social media post or offhand comment carries weight. Equip trustees with talking points and context so they can add value without creating confusion.
3. Align around a single playbook.
Uniformity isn’t the goal—credibility is. When board and staff messages reflect shared values and priorities, they build trust. When they don’t, the cracks show.
Getting this right isn’t about control—it’s about clarity. Institutions that define who speaks, when, and how are better positioned to lead with confidence and integrity.
At BandOne, we help leaders — professionals and volunteers — build strategies that reinforce credibility day-in-and-out and protect reputation when it matters most.