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Resources for board members
Once we become established as practitioners in our sanghas and demonstrate that we have some skills and abilities to share, it's not uncommon to be asked to fill various leadership roles, including those of the board of directors. Sometimes we may feel that these activities contribute to the development of our own practice, but sometimes we might find them distracting commitments of a large amount of time. We might feel proud to be asked to serve, but resentful of the extra workload we’ve agreed to carry.
One of the things you hear about board service in a dharma center is Oh, it will really change your practice. Unfortunately, it can frequently change your practice by making you feel overworked and that all of your time in the temple is about running the place. You have little time, energy or interest left over simply to be a sangha member, let alone to do sesshin or other things. Actually, board service can and should change your practice in a positive and wholesome way, and in ways that go beyond simply operating the temple. This is a deepening of your life and practice that goes with you to work and home and everywhere, because it makes you a more skillful and compassionate person. We offer some resources here to support taking on board service as a dharma gate.
One of the things you hear about board service in a dharma center is Oh, it will really change your practice. Unfortunately, it can frequently change your practice by making you feel overworked and that all of your time in the temple is about running the place. You have little time, energy or interest left over simply to be a sangha member, let alone to do sesshin or other things. Actually, board service can and should change your practice in a positive and wholesome way, and in ways that go beyond simply operating the temple. This is a deepening of your life and practice that goes with you to work and home and everywhere, because it makes you a more skillful and compassionate person. We offer some resources here to support taking on board service as a dharma gate.
Buddha's ten characteristics of a good rulerYou might think that this fusion of board work and Buddhism is a modern invention, but Buddha had some things to say about how to do governance. Here are his ten characteristics of a good ruler from the Dasavidha-rājadhamma:
1) He starts with good old Dana, or generosity, and in this context, it's about selflessness -- being prepared to put the interests of the organization above self-interests. In the world of the nonprofit board, this is the duty of loyalty. (1) It also means transparency in communications and decisionmaking, and not being stingy with information or involvement. 2) Morality is acknowledging interconnectedness, one of the three marks of existence. It's recognizing that we and the organization have some responsibility toward other beings. In the first of the three pure precepts, we vow to embrace all moral codes; that means precepts, but also governmental laws and social rules and whatever policies we have on the books ourselves. 3) Altruism is being concerned with the well-being of others at least as much as one's own, if not more. This is disinterested selflessness, which is not based on social relationships and or seeking a reward. 4) We can say that Honesty is related to the fourth precept about avoiding false speech, and it's also related to maintaining integrity, which means to have a high moral character. Integrity also means wholeness, and not being divided, so we can see how this is about authenticity and sincerity, being the same toward everyone and communicating consistent messages. 5) Gentleness is about moderation with body, speech and mind. This is the middle way, after all. We try not to go overboard in various ways, and to maintain balance in the organization, treating people kindly and without harshness or arrogance. 6) Self control is one of the eight awarenesses of great beings (Hachidainingaku) that Dogen talks about: having few desires. The second is knowing satisfaction. Overall, we’re referring to working diligently and responsibly so that the organization has what it needs, but not getting caught in a spiral of thinking it needs to be bigger and richer and more famous. It we get swept away, we risk falling over into greed rather than living a simple life. 7) Non-Anger means keeping our equanimity even when things are going wrong, and doing our best to work sincerely with people who irk us. 8) Non-Violence is about not taking revenge. Violence is force meant to hurt, damage or kill, all of which are violations of the precepts. When another sangha poaches your people or another religious group spreads misinformation about you, you stay calm and act skillfully. 9) Forbearance or patience reminds us that things take time. Plans take time to come to fruition. It takes time to collect the resources you need. Your fellow directors need time to think things through and come to conclusions, which may or may not be the same as yours. Things you set in motion during your term may not come to pass until your successors take over. 10) Uprightness means respecting the opinions and input of others -- sangha, staff, other directors -- and using it to promote harmony and prevent what Dogen called disorder in the way. I'd also add here respecting the practice of others, which may different from Sanshin's practice vision. Dogen would have said there's only one Buddhism and only one zazen and we're all doing the same practice. If you aspire to lead in the way the Buddha describes, board service will certainly change your practice. There are myriad dharma gates here to explore. In addition to everything to do with the precepts, you can look at the Eihei Shingi [Dogen's Pure Standards for the Zen Community] and the Hachidainingaku. Sangha members respond to us as leaders when they see that we are trustworthy, and in a position to discern which is the best path to take. That doesn't mean we always make the right decisions or that everything we do is successful. It means that we are clearly taking seriously the duty of care, duty of loyalty and duty of obedience that goes with being a board member. Vow and repentance are right there all the time; we do the best we can in this moment with the information and abilities we have, and do it again in the next moment. (1) A Board has three legal or fiduciary responsibilities: Duty of Care: Take care of the nonprofit by ensuring prudent use of all assets, including facility, people, and good will. Duty of Loyalty: Ensure that the nonprofit's activities and transactions are, first and foremost, advancing its mission; recognize and disclose conflicts of interest; make decisions that are in the best interest of the nonprofit corporation; not in the best interest of the individual board member (or any other individual or for-profit entity). Duty of Obedience: Ensure that the nonprofit obeys applicable laws and regulations; follows its own bylaws; and that the nonprofit adheres to its stated corporate purposes/mission.
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Board basics for dharma center directorsIncorporation
Governance documents Understanding the dharma center board Creating an effective dharma center board Theocracy and democracy Long range and strategic planning Committees or work teams |