Two important questions seldom considered by board members are: What is our purpose and for whom are we here? The responsibility of stewardship can be all-consuming, and the answers to fundamental questions of why the organization exists and who it is for are often assumed rather than given full consideration. As a result, it can be easy for board members to lose focus on the organization’s core purpose and their role in serving it.
Caring for the details of stewardship is different from micromanaging an organization. Boards should complement management by asking a different set of questions—this is true governance.
Focus on the big picture. In addition to fiduciary duties, board members set aside time to consider what exactly they are trying to accomplish.
For a board member, time is a scarce resource, and a significant portion of it will be spent in board meetings. It is critical that these meetings are well-timed, effective and focused on the critical issues. This allows board members to be effective in how time is spent on a nonprofit’s affairs.
Far too often, a board can attract highly skilled and experienced individuals, but a bland agenda or poor chairing of the meeting does not fully utilize those qualities. Creating an engaging agenda is fundamental. It is equally important to go beyond the routine policy and process of meetings and drive the strategy of the organization.
Ineffective
Routine meeting structure
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Seasonal plan with intentional themes
Ineffective
A problem-solving approach to decision-making is very common among boards. Management approaches the board with a number of identified problems and asks the board to collectively determine a course of action. This approach has board members spending time assessing facts, reasoning, and then determining how to intervene and eradicate the problem. The focus on problems is not an inspirational way of operating. The widely recognized SWOT analysis (to determine strengths, weaknesses, opportunities and threats) similarly concentrates on preventing trouble rather than promoting success.
An alternative, solution-building approach empowers managers and board members to focus on an organization’s existing strengths and consider its opportunities.
The fear of failure or takeover keeps many corporate entities effective. For many reasons, charities historically have been sheltered from such outcomes. Yet, strategic boards and those board members who are thinking creatively about the future are actively pursuing collaborations, mergers and amalgamations.
When two organizations would benefit from working together, either collaboratively or in a formal merger arrangement, boards should be open to exploring the opportunities.
1. What is our purpose and for whom are we here?
2. Expectations of board members
3. The business of the board
4. Organizing for good governance
5. A thriving organization and board
6. Problem solving versus solution building
7. Board dynamics
8. The two critical roles - the chairperson and chief executive
9. Coming together