The Challenges That Afflict Directors Of Member Based Organisations

There are as many MBOs as there are reasons to belong to them. They may have well-defined purposes but they mean different things to different people in different environments. They are drama fields for boogeymen who scare the hell out of new members and are hunting grounds for 'Holy Joes' who deceive innocent rookies to their corner.

Oftentimes, MBOs become Special Purpose Vehicles - SPVs either to those in charge of them or to those influential members that have selfish agendas.

Unlike strictly private entities, MBOs have a public aspect to them because the number of members surpasses the thresholds otherwise allowed when running the affairs of a boys or girls club. This causes the rejuvenation cycles to be quite frequent — as some undergo elections annually and if not, at least within two-year intervals.

Shorter election cycles can be detrimental to the attainment of long term objectives in much the same way a victorious lion kills the cubs of the dethroned male when taking over the pride. The cubs represent the long term projects. Many times, continuity is not a priority and the abandoned agendas end up costing members in the long run. On the brighter side, shorter cycles can come as a relief to members when getting rid of a disastrous leadership team.

Directors get forced to align to the majority's view many times if they must retain their positions and especially if this is their most important title outside of their regular day jobs.

What is interesting about these directorships is that much as they are voluntary roles, they are punctuated by dust raising politics marked by tactics and strategies that match those of the campaigns for national office. They are tougher in professional bodies because all the voters are firmly knowledge economy based individuals and way above the national intelligence average mark.

Two types of MBOs come to mind. Those that go about their affairs in complete silence, and the noisy and messy kinds.

The difference is in the transition traditions. In some places, one must have served in different capacities for periods of up to four years before ascending to the apex of the entity in question. This is the most ideal approach as it proves many things all at once.

First, whoever ascends is tried and tested and has demonstrated commitment and therefore has the trust of the general membership.

The second thing is that institutional memory is preserved.

The other kinds somehow love it or tolerate it when confusion reigns supreme. This manifests through continuous inuendos supporting why change is needed even one month after elections. Such scenarios mean that some silent people within the general membership find their interests threatened by the direction taken by the leadership.

And so what is presented as voluntary roles are after all a fight for control of resources and the power to decide on how things are managed or procured.

The directors in such environments are faced with real situations, and some of them, life-changing. Take the case of a director whose employer is a member of the same MBO.

This director is a senior manager in a respected corporate company. The chairman of this company is a long-standing member too.

At work, the senior manager has positioned himself as the favourite replacement for the MD who leaves office in six months.

The company chairman has a close relative in the security business and winning the club account would greatly improve his revenues.

This security firm is known to the club director as one called out elsewhere for crazy stunts and malpractices.

The company chairman reaches out and ties the promotion to the MD's position to the security contract. And in a flash, the intrigues of a voluntary position have come on the way of a hard-earned career promotion opportunity.

The consequences are real because if another MD takes charge, the chairman will work with him/her to frustrate the senior manager. And eventually, the security company is awarded the contract and the guy gets the MD job. That is real pressure that many won't have the nerve to withstand.

And because such stories never get to the general membership, a lot of things are swept under the carpet so that temporary jobs don't come on the way of careers.

It is for such reasons that malleable characters get to hold office in some MBOs.

The well-meant directors possibly get to office to enhance their currency in so far as networking opportunities are concerned. Many people join clubs for such reasons and there is nothing wrong with it. But when there is an unusual price to pay, then there is a problem.

Investment vehicles such as Saccos are fertile grounds for power games. The rewards of office are apparent as seen from some past officials. The drive for positions is intense. The regulator has helped out very much but intrigues abound.

Trade unions are the other place where power games and horse-trading are evident. People tie their hopes on officials who may turn their backs on members for selfish gain. Many times, these officials just fill their positions in the ecosystem for horse-trading purposes. But many find themselves with no choice but to toe the line because industry and the union are in bed.

In some sports clubs, politics is a form of sport without a dress code. And the 'unsporty' agendas are set by power-wielding personalities with vested interests in whatever resources they want to control or use. The execution of these agendas as expected will be carried out by specific board members.

Some professional bodies face similar challenges and they will be the subject of another day, wacha tu!

The MBO director must balance his own interests whilst in office with those of what got him to office. If they emerge unscathed at the end, then they maintain respect, and as emeritus, they get consulted by many members with similar ambitions.

An MBO director's life is paved with reminders of the saying: there is no such thing as a free lunch. My advice to them is that one should always carry their own packed lunch if they wish to enjoy their life in retirement.

If the price to pay for a voluntary job is not worth the apparent risks, then don't get yourself in the race. But if the MBO is well structured, then take the chance to run for office as it offers you a good opportunity to gain useful experience — as you also serve society.

And for those apex structures that term themselves strictly as management committees and not boards, you leave room for others to assume the roles of invisible boards. Eliminate the lacunas.