Q: 

"A Board member, who is well aware that they need to get out of the minutiae, gave feedback on the length of the salad tongs at an event. We’ve had training and conversations about ‘staying out of the weeds’, but how do you actually make this happen?"

A: 

This one made me LOL. But in a sad way, because, I too have been the staffer with the 'short salad tongs' (or at least, their equivalent). And I know, it’s not really about the tongs, right? But I’m so glad this story was submitted because I think it’s a great way to dig into the nuances of board feedback in a way that is relatively low stakes, but hopefully helpful.

Let’s say you are a board director, and you’re invited to your organization’s event. You show up, and everything is great. But as you head over to the food table, you realize, ‘damn, these salad tongs are short’. And maybe, because you’re a helpful person, you think to yourself, ‘I have longer tongs at home that I would have brought in, if only I’d known we were so deficient in serving ware.’

Now you have a choice. Should you share your thoughts on tongs, or keep it to yourself? It’s just tongs, right?! Like, not a big deal. It’s a harmless observation that might improve the next event. Why even give it a second thought? But then . . . there was that board training about not getting involved in operational details. 

Are salad tongs operational? This is a confusing conundrum, and one that board directors wrestle with on a regular basis. Sure, maybe not about tongs per se. But many board directors struggle with a lack of clarity around what details they should or should not involve themselves in. And that lack of clarity is very real - there is no consistent, universal list of topics that directors should refrain from engaging with. Most board volunteers are left with vague platitudes like ‘noses in fingers out’ that aren’t actually helpful in navigating situations like this (I can’t resist pointing out that neither noses nor fingers should go in a salad). So let’s play this out with a few scenarios. 

• If you simply prefer a longer tong . . . there is no need to share this feedback with your ED. This has nothing to do with your board role and nothing to do with governance. It’s just a personal preference, and it is important to be able to separate that from your formal leadership role. If you feel that you absolutely must share this feedback, do so from the perspective of an event attendee and not a board director, and fill out the post-event survey - anonymously. 

• If you are concerned that the small salad tongs are an accessibility issue . . . review the organization’s policies and practices related to accessibility. If there are clear policies in place, and there is evidence that these policies are not being followed in the organization (I would say, probably more evidence than short tongs), that is a performance management issue that the board should raise with the ED in a constructive way. If the organization does not have clear accessibility policies or practices in place, use your board role to champion stronger infrastructure and ensure the organization directs resources toward this work. 

• If you were asked for general feedback on the event as a board director . . . focus on sharing feedback that relates to your governance role and responsibilities. That doesn’t include serving salad. But, depending on the nature of the event, your feedback might relate to things like networking, relationship building or donor stewardship. If you had a specific role at the event, speak to what helped you fulfill that role well, and what might strengthen the approach next time. You might reflect on how the organization’s purpose and impact were communicated, how values were embodied, or where there were opportunities to align with or advance strategic goals.

When in Doubt, Zoom Out

The simple answer is that as a board director, there really isn’t a need to share your opinion on the salad tongs, and there are good reasons not to bother. You may think it’s just a trivial detail, and you’re just trying to be a supportive and helpful person. But as a board director, you are in a position of power - you are perceived as ‘the boss’. You need to be thoughtful and intentional about how you wield your authority. There is no situation where you can just give off-hand, low-key feedback. 

So even though you have good intentions, when you share your thoughts on the size of salad tongs, what you’re really communicating is: ‘I don’t understand my role’ and, more problematically, ‘I don’t trust the competency of our staff’. Because the thing is, if the salad tongs were really a problem, the staff who planned the event will notice that! 

This is not to say that the perspectives and opinions of individual board directors don’t matter. They do - and your board role is the place to focus that energy. But it does mean that all feedback to staff should be handled thoughtfully, constructively, and formally, and in relation to the scope of the board’s role. When in doubt, zoom out - put it on the board agenda for discussion and focus on building policy and process. If that feels like overkill, then it’s probably not a detail that the board needs to be engaging with. 

Big Takeaways: 

• Consider power dynamics. Board directors hold positional power, so ‘casual feedback’ is rarely received that way by staff. 
• Separate personalities from roles. The board can only act as a whole, so the personal preferences of individual board directors are not appropriate to share with staff. If you wouldn’t put the item on a board agenda, it’s probably not something to engage with.
• Take a governance approach. Rather that provide feedback on small, specific details, build enabling policies and practices that can guide staff implementation in a sustainable way.