Ensuring successful boards
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Worthwhile board meetings rely on an effective chairperson. Too often, meetings can become overly formal and lose momentum via limited discussion, fixed timelines, too many internal reports, a lack of advance reports, and having just a few members dominate the discussion. The meetings themselves deserve to be monitored. Consider the following:
- Are we progressing toward our goals?
- Does our mission fit the times?
- Are we growing in purpose and value?
- Can we objectively measure the business and forecast wisely?
- Are we equipped“to see an accident on its way to happen”?
The following procedures will help maximize the effectiveness of meetings:
- Distribute sufficient information (e.g., financial and operating reports) to board members on a regular basis so they remain aware of the venture’s progress (or lack of it).
- Issue a complete agenda in advance of board meetings so that members can review the material and arrive prepared. As well as the usual financial and operating agenda items, highlight in advance any key decision that the board is expected to make.
- Provide background materials as they are generated, not just in time for the meetings.
- Encourage members to communicate among themselves between meetings to better understand unfamiliar issues and results.
- Circulate minutes of each meeting as soon as possible afterwards, not at the next meeting.
Avoiding board meritocracy
Unlike the operations of a venture that may function five to seven days a week, boards tend to meet only periodically. The most common frequency is four times per year but among NPOs, it is often monthly. There is general agreement that a positive relationship exists between the length of board meetings and the involvement of the members. With longer meetings, board members get to know the organization and each other better.
Over time, boards tend to become fixed in their habits—seating does not vary, the agenda appears the same, reports sound like reiterations of previous reports, and the focus centres on finance or troubleshooting. Meetings become retrospective instead of proactive. Fresh concepts, self-examination, and impromptu strategic discussions do not surface. The meetings always end on time as everyone heads out to their next engagement. To counter this entrenchment, the board, and especially the chair, has to ensure that meetings are refreshing and worthy of the members’ attendance. They need to feel that their input is valued and valuable.
References
Addarii, F., Baker, J., et al. (n.d.).Being Responsible—Third Sector Governance.Submitted to International Social Innovation Research Conference, June 2009. Retrieved September 29, 2009, from www.euclidnetwork.eu/data/files/third_sector_governance.pdf
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