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Fall board meetings are on the near horizon and the agendas are packed with decisions about resources, programs and long-term plans. Every board is different; each has its own collective chemistry, experience and performance. Some groups assemble a perfect blend of expertise, participation and collegiality. Others need to work harder to improve understanding, communication and governance. All groups can continually strive to further their organizations and provide meaningful work for board members and professional staff.
This issue of In the Know presents a few questions that can keep your board engaged and working effectively as a group.
Sincerely,
Tracy
Filosa
Are the Rules Sufficient?
Back to school is a great time for rules. I've watched with great admiration this week as my children's teachers have quickly tamed the wild pack of students with clear ground rules. Rules help set expectations and establish a common comfort level throughout the group. While board members probably don't have the same issues as children who have enjoyed the freedoms of summer, governance is a key element of an effective board.
Board members volunteer their time to nonprofit organizations and want their time treated respectfully. Each board should have a governance committee, which is an expansion of the committee formerly known as the nominating committee. This faction is responsible for setting expectations for all members, reviewing performance and establishing governing principles, such as term limits and conflict of interest policies. A sound governance structure demonstrates that the business of the board is serious, and issues can be resolved fairly and efficiently.
Does Everyone Understand and Accept Their Role?
Board members are usually elected because of the skills and resources they bring
to the organization. That does not mean that members of the board could not
enhance their impact if provided with additional skills and education that
relate to the business of your specific institution. It is up to the board and
professional staff to work together to identify deficiencies and initiate
solutions that will improve board performance. While some solutions may not be
practical or worthwhile, there are training and informational outreach efforts
which reap rewards that far outweigh costs. For example providing:
Training in nonprofit financial reporting requirements and formats for members who come from the private sector.
Institutional history and lessons learned for new members.
Fundraising training - how to set appropriate goals and make the ask.
Facilitation and team building exercises to establish connections in the group, work with differences, and improve group performance.
Are Deliberations Rational?
Most board members are inspired to volunteer their time, expertise and personal
resources because they are passionate about an institution and its mission.
Board participation should never squelch enthusiasm, but some of the very
emotions that led someone to a leadership role can fuel contentious arguments
when board members do not agree. There are times of deliberation and decision-
making when emotions need to be channeled, so rational discourse can ensue.
I have found that the most effective methods of rationalizing board deliberations and coming to the best decisions are based in facts. Getting the group away from opinions and grounded in facts brings everyone to the same understanding of reality. Bringing deliberations back to answers to simple questions such as:
How much will this cost?
What are the quantifiable and consequential benefits of this action?
Who will implement this idea?
How long will it take?
Is the Partnership Between Board and Staff Mutually Beneficial?
The most effective boards form partnerships with professional leaders that
elevate everyone's performance. The employees are challenged to answer difficult
questions, develop thoughtful information and pursue the best options for the
organization. The board is presented with a comprehensive picture, so they can
make informed, strategic decisions to further the organization's mission. In
this scenario all stakeholders are engaged in their purpose, energized by their
role in the community and vested in its success.
So ask a few questions this fall to make sure your organization is getting the most of the expertise, diversity and energy of its governing board. Incorporating new approaches, ground rules and education programs into the work of the board will yield meaningful participation for board members and amplify the impact of these highly esteemed institutional resources.
| A Little Learning is an Expensive Thing |
On September 5 William Chace, the former president of Emory and Wesleyan Universities, gave an "honest talk" to new freshmen on the Op-Ed page of the New York Times. Follow this link to read his humorous insights for the incoming class.
A Little Learning is an Expensive Thing »
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TAF participates in a range of business projects at schools and other nonprofits including: strategic planning, management reporting, policy and procedure documentation and faculty and staff training.
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