Acting as a nonprofit Board member may be a "good thing" - but can it be fun too? Consultant David Carrington, speaking recently at a governance conference, tackled this and two other tough issues: how can organisations keep good Board members, and how can they best respond to the member who specialises in asking awkward questions?
One standard solution to many Board issues is to run away-days, aimed at building the team, engendering enthusiasm for the cause, and planning for the future. But as David reported, these deserve a reality check. Quoting one friend's experience revisiting away-day results a year on, his group found that:
• for about 25% of the action points, they couldn’t remember what they had meant or why they had come up with it
• 50% - nothing had been done
• 15% had been done but hadn’t worked or survived beyond the first time
• 10% had been done but they’d forgotten that the proposals had been decided on at the away-day – the CEO had persuaded them that they were his bright ideas!
David was speaking at the Foundation for Good Governance conference, and his excellent speech is now available for download here.
David offered some other stories that may ring bells with Board members: the heated discussion that isn't reflected in the minutes and subsequently conveniently ignored by paid staff... the Board that is very impressive on paper but somehow manages to operate at the level of nit-picking detail.... the good Board members who leave without anyone finding out why they really went. And those individuals who slow things up by asking difficult questions, when everyone wants to move on..... but know in their hearts they too should probably push for some answers.
One of David's suggestions was training - but not just for the Board members. Training is needed for executive staff on how to work with non-executive board members.
The ways to retain Board members are fairly obvious, David said - but often forgotten: celebrate the cause, be clear about what you are doing, keep people informed, provide effective leadership, value what people offer. Address the personal and make sure each Board member is Inducted, Involved, Developed, Applauded.
And that awkward member? Don't see dissent as disloyalty. Take it seriously. A few bits of grit are occasionally needed in a smooth running machine or organisation.
More at the conference
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