More reactions of board members as they discover the real situation with the budget:
Yesterday we saw that the CEO came to the board meeting with a budget that contained a substantial increase in expenditures for fundraising infrastructure components. We've see what's on Paul's mind, and Melinda's. Now let's climb into the psyches of the other board members.
Mary's problem is that she's in a hurry. Not just today, but every day, any day. She breezed into the meeting about 15 minutes after the meeting started, which was a half hour after the meeting was supposed to begin. And she is ready to leave right after the budget discussion because her boss has an appointment lined up with a new client and she needs to be there. Mary's idea of giving priority to Do-Good's work is to allow about 2 hours for getting to, being in and getting back from any board meeting. Her office is a half hour's drive away from the board meeting location.
Now we're beginning to see just how the psycho-graphics are complicated by the board person's job responsibilities, their internal agenda and personal objectives, and their various levels of ability in managing time and attention. We're beginning to get to the heart of this issue of why boards (as groups larger than 2 or 3 people) can only brainstorm and tell stories, and cannot do deliberative thinking. Could you see it coming? The issue has been set up by the CEO in such a way that it doesn't have a prayer of succeeding. Or if it does, somebody's going to develop an ulcer over it. You've seen this before in board meetings you've attended?
Who else is around the table? Can the CEO look to Mary? Well, that's a matter of some speculation. She didn't notice the increase in the Development Department budget. She doesn't like that area; she concentrates on service delivery and likes to see how her gifts, which are not insubstantial, are being used, as represented in the various service delivery budget categories. She likes to imagine all the people being served, since it gives her a sense of satisfaction and "return on investment."
The fact that Mary didn't notice the budget increase is, of course, embarrassing; so when Paul brings this up, she has to find a way to adjust her own image of herself within the group and get their perceptions back on track. So she's working on that, plus it's doubly irritating that, once again, she's going to have to try to tone down the Development Department's penchant for bothering her wealthy friends for more money. She's preparing her multi-point speech as the discussion proceeds, looking for the right opportunity to jump in, but carefully choosing her words. She's nothing if not a diplomat in these circumstances.
Sam didn't see it coming either. But once the CEO began his explanation he could see that what is being asked for is not only reasonable but will have a long-term payoff that is very much needed by the organization for its future health. Sam is laid back on this one, because he knows the homework has been done. He also considers that he is "one up" on most of the rest of the board because he just committed to a five-year pledge and feels a little smug about it. But he won't play that trump-card in the discussion unless he needs to.
Gloria, too, is in the CEO's corner, because she knows the financial need. She hasn't yet connected with the fact that sooner or later she, too, is going to be asked for a really big multiple-year commitment, because she still feels safe hiding behind the old standby that "accountants don't get paid that much." Besides, Paul really ticks her off, the way he comes on, the way he talks about things. The two of them have knocked heads before. And she lost the last bout with him, so this time she's got it in for this arrogant attorney.
So what's your thought, dear reader? Does the CEO have a prayer of succeeding with this group? Is he going to get his database software and his new-hire? We'll find out on Monday. In the meantime, have a great weekend.
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