BOARD GOVERNANCE
HOW TO ELEVATE BOARD ENGAGEMENT By Bob Harris, CAE, and John Gormley, CAE
“T
he directors don’t reply to my messages.” “Fewer than 50 percent show up for meetings.” “Nobody has read the bylaws.” “Directors mistakenly think their role is to direct and evaluate the staff.”
Set an altimeter
These are frustrations expressed by association executives about board engagement. Use these techniques to increase understanding and participation.
The governance altimeter reminds the board to stay at a level where they focus on strategy at an altitude of 50,000 feet and higher. Too often, boards delve into operational details or personnel matters. Committees get their authority from the board, working at 25,000 feet. The staff is responsible for implementing decisions at 10,000 feet. Help volunteers soar by focusing on what they need to know rather than operational and administrative details. Stay out of the weeds.
Governance adaptation
Fiduciary and trustee roles
It used to be that directors were expected at frequent meetings, sometimes traveling hours to the destination. The pandemic has impacted governance in ways that might be better for the organization and volunteers. Associations frowned on directors who asked if they could join the meeting by phone, rationalizing, “We need to see board members in person and read their body language.” Since the pandemic, meeting frequency, formats and focus has changed. Organizations have mastered technology use. Today’s agendas focus on the most vital issues, leaving off drudgery reports. Expect hybrid meeting formats to continue.
Brief is better
In nearly every way, brevity is better. Volunteers respond best to brief committee assignments, brief reports, and brief meetings. Use bullets and infographics to communicate. Time is a valuable commodity. Mark Twain said, “If only I’d had more time, I’d have written a shorter letter.”
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Not all board volunteers have knowledge of the responsibilities of serving as a fiduciary. Too many think the term fiduciary means they must raise money, rather than the proper reference to representing the interests of members. When told they serve as trustees of the corporation, they are confused by thinking the association is simply a non-profit and they are only volunteers. The board’s fiduciary duty is to protect the organization’s assets and to be prudent stewards of the members’ money. Annual orientation, dubbed “refresh and blend,” helps the board understand their fiduciary roles.
Strategic plan
Transform the plan it into a placemat for the board table, frequently asking, “How does this discussion advance our strategic plan?” Create a pop-up banner for the conference room displaying the mission and goals. continued on page 30
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