The Art of the Pause: How Leaders Strengthen Organizations Through Shared Discipline

In governance, we often rush toward action. We fill agendas, jump into decisions, and assume that more activity equals more impact. But great leadership—on both the Board and Executive side—requires something far more intentional:

The pause.

As I shared recently in a session on board–executive partnership, the pause is not a moment of indecision or inaction. It’s a discipline. A leadership practice. And often, the most important tool we have for building clarity, trust, and resilience.

Here's a recap of the presentation, the central theme of which is captured in this idea:

“The question is not how much we do, but when we step forward—and when we pause to let others lead.”

Let’s explore what that means in real organizational life.

Productive Tension Is a Strength—not a Problem

The best organizations are not built on constant agreement. They are built on constructive disagreement, shared accountability, and clarity of lanes.

“Tension is not a problem to eliminate. It is a force to harness.”

Boards and Executives will naturally experience moments of friction—especially around timing, fundraising, budgeting, succession planning, and crisis response. The goal is not to avoid these moments. The goal is to navigate them well.

Where Roles Get Cloudy

In day-to-day life, it’s easy for roles to blur. Boards show up with passion and commitment. Executives show up juggling operational realities and the need for support. Both sides want what’s best for the mission. But we benefit from a basic tenet of good leadership for nonprofit organizations:

The Board governs.The Executive leads.Both steward the mission.

When that clarity holds, even the toughest conversations feel manageable.

When it slips, tension becomes unhealthy.

Healthy vs. Unhealthy Tension

A practical comparison reminds us that:

Healthy tension looks like

• Shared leadership

• Curious questions

• Data-informed decisions

• Asking, “What is our role here?”

• Trust in expertise

Unhealthy tension looks like

• Power struggles

• Leading questions

• Emotion-driven reactions

• “We should step in.”

• Micromanagement or abdication

Healthy tension strengthens the work.Unhealthy tension drains organizational energy.

The pause helps us choose the former.

The Pause in Action: Two Real-World Scenarios

The presentation includes two examples—both common, both revealing.

1. The Board Wants to Approve Programming

An unhealthy response? Debating artistic content, casting, and repertoire.

A healthy pause? Asking, “Is this a strategic question or an artistic one?”

Then focus on mission alignment, audience goals, and resource implications—and leave artistic decisions to the Artistic Director.

Outcome: Board stays strategic. Staff stays empowered.

2. A Politically Sensitive Facility Rental

Unhealthy response? Executive makes a decision to cancel a contract.

Healthy pause? Board and Executive call a special session to align around how to evaluate the situation and make a decision informed by organizational values, communications strategy, and community impact.

Outcome:Shared ownership. Clear messaging. Organizational stability.

These examples show that the pause isn’t passive.It’s a way to stay thoughtful in moments that tempt us toward reaction.

Tools That Build a Stronger Board–Executive Partnership

There is a tried and true, practical toolkit—surprisingly underutilized by nonprofits of all sizes and missions—that is simple, powerful, and easy to implement:

• Create a clear annual Board work plan

• Document committee charters with scope and limits

• Create mutually agreed-upon decision thresholds (“This rises to the Board when…”)

• Conduct regular Board Chair–Executive check-ins

• Design agendas that separate governance from operations

“Structure creates freedom. Clarity creates trust.”

The Leadership Truth at the Center of It All

“The pause between — that space of trust and restraint — is where lasting impact is made.”

Boards have the power to focus on the right altitude.Executives have the power to lead with alignment.But the space between them—the pause—determines how well they do it together.

And in performance, as in leadership,

“The pause is not empty. It is where the meaning lives.”