Myth
Nonprofit board members are aware of the many roles and responsibilities of governance and are diligent about fulfilling them.

Reality

• Many have no clue as to their responsibilities.
• Effective governance takes time. Many otherwise qualified board members have difficulty giving the time necessary to be knowledgeable, involved directors.
• Some of the people who do have the necessary time are on so many boards that their time and energy is pulled in too many directions.

Myth
Nonprofit boards have no difficulty finding and keeping board members.

Reality

• Many qualified people are unaware of the need and opportunity to serve on a nonprofit board.
• Many boards do not devote resources to board recruitment.
• Many boards are not skilled at using the talents and expertise of their directors; the result is that disillusioned board members just don't show up at meetings.

Myth
The composition of boards reflects the needs of their organizations and the makeup of their communities.

Reality

• Many organizations and their boards do not analyze the skills and contacts needed in their board members in order to fulfill their stated goals and outcomes.
• Many boards are neither diverse nor reflective of the make up of their communities.

Myth
Boards are aware of their fiscal responsibilities, critically reviewing their financial statements, understanding and voting on their yearly budgets and actively participating in fund development.

Reality

• Directors often do not review the organization's monthly/quarterly financial statements, either because they do not understand nonprofit financials or because they do not receive the financial information in advance of the board meeting.
• Many board members do not ask questions about financial matters and assume that someone else is watching out for any irregularities or problems.
• The auditor's report sometimes doesn't get past the Executive Director and to the board for discussion and review.
• Many board members avoid fundraising.

Myth
Nonprofit boards, led by their chairs, make a significant, positive difference by defining their organization's mission, making strategic decisions, and setting policy for their organization.

Reality

• The staff of many organizations find it "easier" and "more efficient" to set the mission, goals, agendas, make and carry out decisions, and then seek board approval for these actions.
• Boards often simply rubberstamp the recommendations of the staff on these major policy issues.