Question 10

At a fundamental level, the relationship between the Board and the Executive Director is straightforward: mutual trust and clear roles. When that alignment holds, Sierra Club functions effectively. When it breaks down, energy is diverted into internal conflict instead of protecting the planet.

Loren Blackford’s unanimous selection as Executive Director demonstrated how this relationship should work. The Board identified what the organization needed, selected the most qualified leader, and moved forward together. No maneuvering, no factions. Just a decisive, collective choice.

The framework is simple. The Board sets strategic direction, establishes policy, oversees finances, and—critically—maintains an authentic connection to Sierra Club’s volunteer-led, distributed governance system. The Executive Director leads the organization, manages operations, and directs staff. At Sierra Club, this division is more complex than in most nonprofits because our grassroots democratic structure includes authority delegated by the Board to chapters.

That structure gives the Board a distinct responsibility to chapters that the Executive Director cannot carry alone. When chapters feel disconnected from national decisions, the Board sometimes must step forward. Not to undercut the Executive Director, but to ensure the organization’s democratic design actually works.

Trust grows from candor and role clarity. The Executive Director shares real information about finances and challenges. The Board asks hard questions, offers guidance, and remains accountable for decisions.

A strong Board–Executive Director relationship requires steady effort, honest communication, and leaders who remember that the relationship exists to serve the mission—not individual power or position.

I have worked with four Executive Directors, starting with Carl Pope. Any strong and productive relationship starts with people: an organization having the right fit with its Executive Director and the strongest possible Board. After years of her own board service, Loren Blackford knows this organization very well. A productive relationship requires respectful, candid conversations, which we build into our meetings, and a good goal-setting and evaluation process for accountability. A productive relationship with the Executive Director also requires a Board that is not torn by factionalism – we have made enormous progress this year. In the next two years, the board is likely to hire a long-term Executive Director. It is imperative that the board has the best possible search and decision-making process. That is the most important choice any board makes.

Recent experience has proved to us that fostering a healthy relationship between the board of directors and the executive director is crucial to the success of our organization. Clear channels of communication and mutually agreed-upon expectations are key.

The relationship should be one of mutual trust. We should always assume the best intentions in dealing with one another while also being able to realize that we are each fallible and our expertises may differ. To the general public, the Executive Director is the Sierra Club. I have every faith that our current Executive Director knows that. The board’s role is to show up and govern. The board must guide where it sees a potential misalignment, resolve and mitigate conflict to the best of its abilities, and support our Executive Director in making Sierra Club the most effective organization it can be.

We also must all be ready to show humility. It is hard to admit a failure, loss, or misstep. But we must be ready to move forward by admitting those mistakes, offering (and being met with) grace, and getting back to work.

In addition to regular reports and check-ins, I hope that we see a relationship that looks cohesive and supportive to both our members and the general public. We all need to see a collaborative, collegial board of directors that is championing the needs and priorities of our members with the utmost respect while supporting our next leader of the Sierra Club.

The Board of Directors and the Executive Director have distinct and interdependent roles, but our organization is at its best when there is a sense of partnership and respect between them, as well as between staff and volunteers at all levels. The Board is the top of the Sierra Club organization, elected to represent the interests of our members by setting policies and carrying out their fiduciary oversight of the whole organization. The Executive Director reports to the Board and is tasked with carrying out the work of the organization by directing and overseeing the work of the staff. A collegial relationship is most desirable, where communication is open and honest. Except for the president, the board members understand that they do not manage the Executive Director, and the board members do not attempt to direct the work of the staff. 

The Board needs to adopt the annual budget, develop strategic plans, and monitor the financial status and the scope of work regularly through the year. Drafting and adjusting the budget is ideally a collaborative process among the Board, advisory entities, the Executive Director and key staff, with input from chapters, the unions and others including the Sierra Club Foundation. Evaluating the success or challenges of the Executive Director at least annually ensures accountability. The board of directors has not always carried out these responsibilities well. We must learn from those mistakes and correct them going forward if Sierra Club is to be as effective as we need to be. 

There should be monthly reports that speak to the fiscal status of the organization to include any foreseeable challenges or successes. Continuous communication and information sharing between the Board and the ED. Also, opportunities for the Board and ED to address volunteer leaders and staff in regular open forums. 

A strong Board–Executive Director relationship is built on shared commitment to the mission, aligned values, and mutual respect for clearly defined roles. Trust is fostered through integrity, transparency, and a shared sense of purpose.

The relationship works best when governance and management responsibilities are clearly understood: the Board sets strategy, provides oversight, ensures fiduciary responsibility, and evaluates the Executive Director, while the Executive Director implements the strategy, manages operations and staff, leads fundraising, and reports candidly to the Board. Open, regular communication is essential, with the Board creating a culture that encourages transparency and constructive dialogue.

Collaboration further strengthens this partnership through joint strategic planning, regular engagement, and proactive problem-solving. Together, the Board and Executive Director provide the leadership, accountability, and strategic focus needed to advance the organization’s mission and ensure long-term success.

I am committed to working with my colleagues and building a strong, trust-based relationship with the Executive Director to advance our mission.