A recurring theme in organisations I’ve been working with lately is how to deal with the challenges posed in keeping board members on track and on message.
Try this illuminating exercise. Take a minute to mentally review all your current and previous board members. Can you identify one particular characteristic that they might share, the one common denominator which brought them onto your board in the first place? I’d be willing to bet that in the majority of cases it will be their passion for their profession, their cause or for your organisation in representing that one thing that is so important to them.
So, they choose to become involved in the hope of doing some good or, perhaps, encouraging what they see as necessary changes. Once they are embarked as working board members, the challenge for any organisation is to maintain that passion and to channel it for everyone’s benefit.
Unfortunately, the reasons they got involved in the first place can, over time, be heavily outweighed by the demands of the role if the extent of their responsibilities or the expected commitment becomes blurred in some way. That blurring can take many forms but frequent examples include:
· Lack of clarity in what precisely they are being asked to contribute
· Lack of clarity in their precise role and responsibilities
· No exact definition of how much time they are being asked to contribute
· Lack of clarity in where authority for any and all decisions is held
· Regularly asking board members to carry out operational tasks or roles because staff resource is too low.
These excessive or unclear demands on board member time and personal resource, coupled with fuzzy expectations, can leave them uneasy or unsure of what they should actually be doing. This can, of course, lead to misconceptions and miscommunications and, at worst, a view that someone is interfering inappropriately. Just to offer a word of caution – ‘negative passion’ can be expressed in destructive ways. If an individual feels stymied or frustrated then the results can be unpredictable but are often the exact opposite of what you really want to be happening.
So do you believe that your board still has balance or have things become skewed in some way? It can be a very uneasy feeling if you believe that you are not getting the best out of your board. So here is something simple for you to try, either next time your board meets or perhaps as an offsite exercise.
Ask them why they remain on the board and why they are still happy to offer their time and commitment.
This might also be a good time to remind them about their official role and responsibilities and ensure that they have sufficient training to deliver against expectations - from both your and their perspectives.
These exercises can provide some interesting daylight moments. Finding someone who is involved for unexpected reasons could explain any difficult ‘politics’ that the board might be experiencing; or why a particular individual never turns up or doesn’t read board papers in advance of meetings. If this clarity doesn’t provide sufficient impetus for improvement then you might consider performance reviews – but that’s for another day.
Either way, you will have a great opportunity to express how extremely grateful you are for their continuing contribution. A little appreciation goes a long way.
If you would like to discuss any of these ideas further or need assistance with implementation, then do contact me. I’d love to help.