BOARD GOVERNANCE

HOW TO ELEVATE BOARD ENGAGEMENT

By Bob Harris, CAE, and John Gormley, CAE

“The 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.”

These are frustrations expressed by association executives about board engagement. Use these techniques to increase understanding and participation.

Governance adaptation

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.” Set an altimeter

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.

Fiduciary and trustee roles

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.

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continued from page 28 Integrate the plan’s goals into the meeting agenda. Without a strategic plan, directors may wonder why they should attend. When it’s woven into the fabric of the association’s culture, the strategic plan keeps the board, committees and staff focused on the right things.

The right people

When someone steps out of the meeting they return to hear, “We’ve made you the chair of a committee.” Boards and committees perform best when they are comprised of dedicated, competent volunteers.

Regarding committees, rely on task forces and quick action teams to get the work done. Few have time to join a yearlong standing committee. As for the board, the average size is 15 persons, allowing for meaningful conversation and accountability. If directors come from “chapters,” ask them to only send persons who are fully trained in governance.

Agenda design

It might seem like a small thing but when asked about agenda design you’re likely to hear, “It’s always been this way.” Craft a board agenda that ties to the strategic plan. Reduce time listening to reports by distributing them in advance; it is a fiduciary duty to read reports before the meeting. Focus the agenda on the goals in the strategic plan. Include the mission statement on the agenda to frame discussions.

Know the lanes

The four most important words of governance are, “Board governs, staff manage.” Discourage directors from having interest in micromanagement or supervision. The board’s purpose is to be strategic and visionary, advancing the mission and serving the membership. When board, committees or staff get out of their lanes, help them get back on the right track.

Associations rely on governing boards and volunteer committees. Use these ideas to elevate board engagement. F Bob Harris, CAE, provides free governance tips and templates at www.nonprofitcenter.com. John Gormley, RCE, CAE, CIPS, AHWD, is the chief executive officer at the Mainstreet Organization of REALTORS® in Illinois.

Harris

KSAE 2021 Golf Classic, Conference and Expo

If you attend only one KSAE event this year, make it the 2021 Golf Classic, Annual Conference and Expo, set for Oct. 21-22. This two-day event will give you the opportunity to share and learn best practices for your association though educational sessions, as well as participate in a wide range of networking opportunities with your peers. We promise you’ll walk away with ideas for greater success for both you and your organization in 2022.

For more information or to register, visit ksaenet.org.

KSAE 2021 Golf Classic, Conference and Expo

Thursday 10/21/2021 – Friday 10/22/2021 – 1:00 PM CT The KSAE 2021 Golf Classic, Annual Conference and Expo is to take place October 21-22 at the Prairie Band Casino and Resort, Mayetta, Kansas.

This two-day event will give you the opportunity to share and learn best practices for your association though educational sessions, as well as participate in a wide range of networking opportunities with your peers. The KSAE Golf Classic is scheduled for Thursday, October 21, 2021, allowing time for golfing and networking with your association peers at Firekeeper Golf Course. Shotgun start at 1:00 PM. Following the golf classic will be the KSAE Expo from 6:00-8:00 PM. Make sure to stick around for food and drinks and check out all our vendors.

Ready to play some golf, attend the conference, the expo or do all three? Learn more at www.ksaenet.org.

7 Total Credits: 7 CAE

KSAE has a broad slate of upcoming programming for member education.

The Power & Pitfalls of The Hybrid Work Model

Wednesday, 10/13/2021 – 12:30 PM CT When it comes to the future of the workplace, we know many organizations are converting to a hybrid model. On the surface, it looks like the best of both worlds: everyone feels supported through the “flexible” work environment, the organization’s fundamental culture is preserved, and working from home maintains individuals’ productivity.

However, a hybrid work model can pose some serious pitfalls if not planned for correctly: more effort is needed to schedule time for collaboration, additional training and support may be required for new processes, and structures, policies, and expectations need to be in place for all employees.

In this session, you will learn a framework for creating the decisions and policies required for a successful hybrid workplace.

We will explore how organizations are putting this framework into practice and share insights for developing a model that incorporates your association’s mission and values and maximizes the value you add to members and employees.

1 Total Credit: 1 CAE

Connect Mission and Money – Incorporating Racial Equity, EDI, Climate Change and More

Wednesday, 10/27/2021 – 12:30 PM CT How can you connect your mission in ALL aspects of what you do, including your endowment, foundation, and longterm assets pools? Will you sacrifice return to do good work? How can you customize where your dollars are invested to connect to your mission and make a difference in the world? You can talk with your dollars to address climate change. You can work to combat systemic racism, lack of diversity in positions of decision making, and lack of representation through impact investing in your long-term investment pools. You can support good governance practices.

Every dollar you invest goes out into the world. Let yours help make a difference.

1 Total Credit: 1 CAE F

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