Far too frequently you read or hear about the loss of trust between board/committee members. One episode to catch my eye, relates to the Wellington City Council. The Post headline says it all: “Five city councillors investigated over meeting leak”.
Board ethics
In my book Getting to grips with not-for-profit governance, I write about ethical behaviour being a critical component of being a board director. As I note in the book "...if you lose the trust of members, you are toast!"
Here’s my take on the importance of integrity.
Various principles and standards, usually called board ethics, guide the behaviour and decision-making of the board members of a not-for-profit organisation, be it an incorporated society or a charity. Every member is expected to follow these ethical guidelines to ensure the financial and operational affairs of the organisation run smoothly.
Integrity is an essential component of board ethics, and the following detailed guide explains why it must be consistently upheld throughout the organisation.
Mission alignment
Not-for-profits are established to fulfil a specific purpose or mission. By practicing integrity, members prioritise the organisation's interests above personal agendas. They demonstrate a commitment to advance the organisation's cause, something that's crucial for all mission-driven bodies.
Trustworthiness
Board members are the stewards of the organisation's goals and resources. Without integrity, it's difficult to maintain the trust of the chief executive officer, members, sponsors, donors, suppliers, and volunteers. Typically, stakeholders will be confident in the organisation's leadership when board members act with integrity.
Accountability
Integrity helps foster accountability not only within the board but throughout the organisation as well. Board members who act with integrity take responsibility for their actions and hold themselves and their colleagues accountable for meeting the organisation's targets.
Financial responsibility
The board oversees the organisation's finances. Integrity is vital to ensure financial resources are managed honestly and transparently. Financial integrity is required to prevent fraud, funds misappropriation, and other issues related to financial mismanagement.
Transparency
Not-for-profits thrive through public trust. Board members who value integrity promote honest and open communication, sharing information with stakeholders as required. Such levels of transparency boost the organisation's credibility.
Legal compliance
Not-for-profits must meet various legal and regulatory requirements. Board members should observe integrity to ensure the organisation adheres to these laws. It reduces the risk of legal issues and prevents jeopardising the not-for-profit's tax-exempt status.
Conflict resolution
Like in other organisations, disagreements can arise within not-for-profit boards. These conflicts can only be fairly resolved when members act with integrity, always ensuring that decisions are based on the organisation's best interest rather than personal biases.
Donor and sponsor confidence
Donors and sponsors want a guarantee that their contributions will be managed responsibly and used for the right purpose. Can this be achieved without integrity? Boards and their members act with integrity build donor and sponsor confidence, ensuring they continue financing or contributing to the organisation's activities.
The Bottom Line
Integrity is super crucial for ensuring effective not-for-profit board leadership. It allows board members to put the organisation's interests and mission first, fostering transparency, trust, and accountability while safeguarding its reputation.
Governance for new & aspiring members
If you’re thinking about or have just joined a Not-For-Profit board/committee check out the book Getting to grips with not-for-profit governance. It is written specifically for New Zealand boards.
As one person noted "People like the way they can read and understand the content, and it suits the volunteers and non-professionals because of that."
For a sneak preview of chapter 2. On becoming a director click here.