If I had a dollar for every time an Executive Director told me their board is “frustrating” (the polite version) or “a nightmare” (the honest version) to work with, I’d have a second funding stream.

Here’s the thing: most boards aren’t trying to overstep. They’re not trying to make an Executive Director’s job harder. In fact, they usually care deeply about the mission and genuinely want to help, but somewhere between good intentions and real-world complexity, the lines between governance and management can blur. And when that happens, even strong organizations start to experience tension, confusion, and burnout.