It is not enough to strategically recruit and orient board members.  It is imperative that there be ongoing training/ support/development/recognition for these important administrative volunteers.

Effective organizations create continuing opportunities for board members to learn more about the agency and to develop their skills and abilities.  How much is in your organizational budget for board training, recognition, social and networking activities or an annual board retreat? 

The work of any board is carried out through meetings, so this is where special attention to detail is necessary.   Use a consent agenda and keep your attention on the future, not on the past. Ensure that board meetings focus on priorities and strategic direction not on trivial matters. At the end of each meeting, have board members rank the meeting in terms of both substance and process on a scale of 1 - 10.  With one being awful and ten being excellent each board member can give their rank and rationale.   This simple technique quickly pinpoints trouble spots and corrective action can be taken.  Many board members resign before their terms expire in frustration over meetings that are too long, too unproductive, too often, or too rubber stamped.  Don't lose board members over the "too syndrome".

The boards which seem to be most effective are focused but friendly; members care about one another and there is a sense of collegiality, camaraderie and moving forward.  In order to work together effectively board members must trust one another, senior staff and the reliability of the information they are given when deliberating policy decisions.  The Executive Director can help boards succeed by providing useful information in formats they understand and appreciate - pro and cons of specific policy decisions, trends, graphics, dashboard indicators etc.  

To make the best use of board member's time streamline communication by using the latest technology -  a list serv, e-mail, text messaging or password protected pages on your web site.   Is it feasible to  participate in board and/or committee meetings via conference calls?

The executive director and the board chair have a unique opportunity to help board members quickly understand the culture and norms, to consciously create learning opportunities, systematically groom future leaders, nurture the entire board as a working group and identify and resolve problems quickly.

There are a number of board self assessment tools which measure everything from attendance to individual and group performance to meeting effectiveness.  Learning organizations utilize these tools to identify issues and to better understand and improve performance.

How does your organization reward board members?  Both formal and informal recognition opportunities abound from a simple thank you note or e-mail (and there's a whole other post on the lost art of the handwritten thank you note) to an article in your news letter about their achievements to a letter to their supervisors about the important work they are doing for your organization.  Annual meetings provide an opportunity for more formal recognition.  My only words of advice are to be sure you really personalize your comments.  Not every board member who serves a three year term is created or participates equally and that should be reflected in what is said about them at the time of presentation. All board successes should be celebrated and documented.

If you have an  underachieving board member, the board chair should have a heart-to-heart and find out why.  Is is due to poor group dynamics, lagging energy, burnout or some personal or health reason? Is there some way short of board service this person can be involved and reconnect with the mission or would a new project or committee assignment energize this slacking board member? Or is there something wrong with your system itself? Was it the right fit to begin with?  I had one board experience where I was asked by a friend and the cause was one that I supported, but it was a total mismatch of their culture and process and my expectations. I resigned after less than a year on the board and I still don't have warm and fuzzy feelings about the organization. When individuals leave your board, you still want them to be advocates and supporters for your organization.

In the same way that strategic identification and recruitment and comprehensive orientation are hallmarks of the board buiding cycle, ongoing renewal is equally important.  By creating an environment of participation that encourages each board member to contribute their unique talents, you ensure a positive and rewarding experiece for them and added value for your organization.

Until next time,
Pat

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