Is it possible to attend a meeting of a board of directors and not really know why one is present? Some directors don’t review the agenda in advance although it is the outline of work to be completed.
Other directors might attend the board meeting for the wrong reasons. They show up because it is a good time to connect with colleagues or to gain insider information for their own interests.
The best approach to attending board meetings is be intentional.
Intentional Governance
Directors with intent know what they want to achieve or much be accomplished. They realize that every meeting has a purpose. They don’t let anything distract from desired outcomes.
A volunteer board member at the Maine Pharmacy Association, Peter Holland, a pharmacy account specialist at Pfizer Pharmaceuticals, offers, "As an association board we need to be good at providing value to current and potential members. We can’t be just good at it, we need to do this with vision, common purpose and by being intentional. Only through leading with intent will we continue to deliver value."
He explains, "Similar to a business, by adopting proven processes, strategies and tools, the board has the opportunity transform into powerful leadership team."
Tools of Good Governance
There are numerous mechanisms to facilitate leading with intent.
Mission-Driven — Every discussion and decision should be framed by the mission statement. “How does this item advance our mission?” should be a recurring question.
The items on the agenda should be closely linked to the mission and strategic goals. Keep the mission visible by printing it on the agenda, on a tent card in the center of the board table, or displayed on the wall.
Start meetings with a "mission moment," explaining how the organization has had recent positive impact.
Agenda Design — The meeting agenda communicates what must be achieved. Design it with intent, tying the items to the strategic goals.
Reduce the number of reports, recaps and updates by using a consent agenda for advance reading by the directors. Postpone meetings that are not likely to produce significant results.
Board Orientation — Governance is a vague term. New directors can become overwhelmed by their responsibilities. Some are quick to drop to the level of management and administration.
Explain to directors they have a fiduciary duty to make every board meeting count towards advancing the mission and goals.
Strategic Plan — Create a multiyear plan to be the road map for the organization. Keep it on the table and reference it frequently.
"What part of our strategic plan does this discussion advance?" Transform the plan into a wall poster or pop-up banner for the conference room.
Design it as a placemat for the table that can be referenced throughout the meeting, laminating it to extend its life.
Templates and Checklists — Transform much of the work in the organization into templates and checklists. Document processes and smart practices.
Templates clarify expectations and facilitate effective completion of a task. Checklists keep the projects advancing without omissions.
Obviously, if an airline pilot didn’t use a checklist, it would be possible to leave the gate ready to fly but without enough fuel. Dozens of association checklists are free at www.nonprofitcenter.com.
Continuous Evaluation — When meetings don’t produce desired results discuss it with the board. Consider improvements by changing meeting format, board size, agenda style, guest attendance, duration, location, frequency, setup, expectations, policies, etc.
Transforming governance and board meetings takes time. It’s a journey that can have significant value for the organization.
