Should Board Members Ever Go Operational?

In the unpredictable world of high-growth entrepreneurial business, the line between governance and operations can sometimes blur. Teams are lean. Resources are stretched. There’s a crisis, or an urgent gap to fill. And a well-meaning board member offers to step in and help on the ground.

Sometimes this can work, and even be exactly what the business needs in the moment. But far too often, it creates more problems than it solves.

So when is it appropriate for a board member to step into an operational role? And how do you do it without undermining governance, confusing the team, or disempowering the founder?

Let’s break it down.

When It Might Make Sense

There are some situations where a board member stepping in can be genuinely helpful if handled carefully and transparently.

1. Crisis or Transition Support

If the founder or a key exec suddenly steps away due to illness, burnout, or personal reasons, a board member might temporarily fill the gap to steady the ship. In this case, the priority is continuity and damage limitation.

2. Specialist Expertise

Perhaps the business is entering a new market, launching a major commercial pivot, or preparing for an investment round and a board member has precisely the expertise needed to lead that phase, hands-on. A short, focused operational role might make sense here.

3. Pre-Exit Preparation

Sometimes, in the lead-up to a sale or major funding event, an experienced chair or NED might embed more deeply in the business to professionalise reporting, shape the narrative, and support the founder through complex negotiations. But - and it’s a big but - this kind of involvement should never be ad hoc or informal.

It Must Be a Formal Board Decision

This is non-negotiable. Any move for a board member to take on an operational role must be discussed and agreed by the full board in advance. Not just nodded through over coffee. Not just a quiet favour to the founder. Proper board approval - minuted, with a clear role description, agreed timeframe, and transparent terms - is essential.

Why?

• Checks and balances: The board exists to provide oversight. If one of its members becomes part of the exec team, the rest of the board needs clarity on boundaries and accountability.
• Avoiding conflicts: A board member acting operationally could end up on both sides of key decisions, from performance reviews to budget approvals. This is a huge governance red flag if not handled correctly.
• Protecting the founder: Formal board approval ensures the founder isn’t pressured or left navigating a messy power dynamic alone. It becomes a collective decision, with shared responsibility and clear expectations.

What Can Go Wrong

Even with good intentions, board members stepping into operations can create serious issues. I’ve seen this go wrong first hand, and once trust starts to erode, it’s incredibly hard to rebuild.

1. Blurred Boundaries

Suddenly the founder isn’t sure who’s in charge. The team is confused. The board member is wearing two hats and no one knows which one they’re wearing at any given time.

2. Undermined Leadership

If the board member takes control of strategic decisions or team management, it can leave the founder sidelined, resentful, or second-guessing themselves. Especially if there was already a power imbalance at play.

3. Lack of Accountability

Board members aren’t usually set up to be performance-managed like executives. So unless clear deliverables and reporting structures are defined, you’ve got someone operating without proper oversight.

4. Conflict of Interest

A board member with an operational role may find themselves involved in decisions they should be overseeing independently, creating ethical and governance risks. Who are they accountable to? What decisions are they excluded from? These questions must be addressed upfront.

Do It Right - Or Don’t Do It at All

If your business is genuinely in need of short-term operational support, and a board member is the right person to step in, do it properly:

• Get full board approval
• Define the scope, timeframe and objectives
• Formalise the role with a contract and appropriate remuneration
• Communicate clearly with the team
• Build in clear deliverables and performance accountability
• Put reporting structures in place - to both CEO and Board Chair
• Address potential conflicts of interest from the start and audit regularly
• Agree a clear plan for when and how they step back out
• Conduct a post-engagement review to consider any lessons learned

If you can’t do all of that? Think twice. It might be better to bring in an interim operator or advisor, leaving the board to maintain independence and focus on its core job: governance, strategy, and founder support.

Final Thought

In high-growth businesses, it’s easy to fall into the trap of “all hands on deck.” But your board’s power lies in its independence, perspective, and ability to support the founder from a safe distance. Step over the line into operations, even with the best of intentions, and you risk losing all of that.

So before you say “yes” to that operational request, ask yourself:
Is this truly in the best long-term interests of the business?

Need to Get Clarity on Board Roles in Your Business?

If you're a founder unsure about how to manage the boundaries between your board and your operational team, or a board member navigating the tricky line between support and overreach, let’s talk.