This article provides an overview of five common dysfunctions of a nonoprofit board that impair their ability to be effective and can hold nonprofits back. Data is based on a three-year applied research project conducted by Public Interest Management Group in partnership with the Nonprofit Association of Oregon and Impact Foundry. An important and surprising conclusion drawn from the data is that a disengaged board didn’t seem to have nearly as negative an impact as an over-engaged board. An ideal board appears to be working at more at a strategic level, sticking to its assigned role (which should be clearly and correctly assigned) and supporting the staff.