Reference no: EM132183007

Clarissa is a newly appointed Executive Director of a large nonprofit agency that delivers goods and services to over 5,000 clients per year, with an annual operating budget of $10 million. She has over 20 years experience in the field and has led multiple nonprofit agencies. She replaces an Executive Director that lasted only six months in the position; and the Executive Director prior to that lasted only a year. Focused on women and children in an urban area where the client base earns at or near the federal poverty level, the services offered by Clarissa’s agency are in-demand and integral to the community. The agency enjoys widespread support and fundraising, while always a challenge, has not been an impediment to service delivery or agency growth. The problem is the board—and three of the five members in particular. As a majority, these members frequently blur the line between governance and administration and delve into details in the day-to-day operation of the agency. Clarissa has discovered that the board lacks clear policies, has had no training, and frequently engages in unethical behavior. The constant micromanagement, disorganized meeting structure, lack of training, and toxic culture require Clarissa, based on her experience and training, to confront the board and its members to clarify roles and demand change. How should she go about it? What steps can she take to rectify the situation, establish clear boundaries, and ensure a healthy relationship at the outset of her tenure?