Board service is one of the most important (and misunderstood) forms of civic leadership in Eagle County. From nonprofits to chambers, school groups, and special districts, boards shape strategy, safeguard missions, and hire the leaders who do the real work day in and day out. When boards are strong, organizations thrive. When they’re not, even the best intentions can turn into friction, dysfunction, and stalled progress.

Which brings me to a slightly uncomfortable but necessary comment: you might be a bad board member if…

If you’ve ever been a no-call, no-show for a board meeting, that’s not a scheduling conflict. That’s a signal. Board service isn’t honorary. It’s a commitment. When seats sit empty, decisions get delayed, staff morale takes a hit, and other board members are left carrying extra weight.

You might also be a bad board member if you believe skimming the board packet during the meeting counts as being prepared. Board packets exist for a reason: to ensure meetings are spent discussing and deciding, not explaining basic information that everyone should already know. Preparation is one of the simplest ways to show respect for your fellow board members and the staff supporting you.

Speaking of staff, trouble often starts when board members forget where governance ends and management begins. If you treat staff like they’re at your beck and call or bypass the paid leader to issue direction directly, you’re not being helpful. You’re undermining leadership and blurring accountability. Boards govern through one voice, and that voice is the CEO.

Fundraising is another common pain point. If you find yourself frustrated with fundraising results but haven’t made a call, opened a door, hosted a coffee, or written a check yourself, the problem may not be strategy; it may be participation. Fundraising is uncomfortable for many people, but it’s often a core responsibility of board service, not an option.

Then there are the financials. You might be a bad board member if you don’t understand them but think that’s OK because you’re “not a numbers person.” Financial oversight isn’t about being an accountant; it’s about asking basic questions, understanding trends, and fulfilling your fiduciary duty.

Boards also live or die on trust. If you’ve talked smack about your organization or staff outside the boardroom, you’ve crossed a bright line. Healthy debate belongs inside the boardroom. Public criticism erodes credibility, damages morale, and says more about the critic than the organization.

And let’s be honest: if you’ve ever thought you should get your way “because I’m a board member,” you may be confusing authority with entitlement. Board service is about stewardship, not status. Influence comes from credibility, preparation, and collaboration, not titles.

There’s also a subtle warning sign that shows up in meetings. If you consistently win the “time of possession” clock by dominating discussions, repeating points, or turning every agenda item into a monologue, you may be limiting the board’s collective intelligence. The best boards create space for many voices, not just the loudest.

Even small things matter. Complaining about refreshments at a board meeting without offering to help is less about snacks and more about mindset. Boards exist to serve missions, not personal preferences.

Finally, and this may be the most important point, you might be a bad board member if you’ve never stopped to consider that nobody is born knowing how to be a great one. Board service is a skill. Like any skill, it requires learning, feedback, and practice.

The good news? Bad board behavior is rarely permanent. With humility, curiosity, and a willingness to grow, average board members become great ones. And when that happens, organizations and communities are stronger for it.

Chris Romer is president & CEO of Vail Valley Partnership, 3-time national chamber of the year. Learn more at VailValleyPartnership.com