Questions About Your Board and How it Functions

1.  How can I become a better board member? 

• By attending all board meetings and actively participating in discussions and debate. 

• Through preparing for meetings by reading materials and analyzing issues. 

• Asking good questions. 

• Being ethical in all matters. 

• Setting aside personal issues and focusing on the goals and needs of the organization. 

• Participating in orientation and continuing board education. 

• Being clear about your proper role as a board member. 

• Through involvement with board committees and other activities. 

• By not agreeing to serve on multiple boards thereby not having sufficient time for each board.

2.  Why is the nominations process so important for good volunteer governance?

The process for bringing new members onto a board sets the stage for every other process of governance for organizations. Ensuring qualified, knowledgeable, engaged and supportive individuals for boards is the real secret for success.

As organizations face greater scrutiny from outside sources, the need for qualified board members becomes critical and thus requires an investment of time. This means more than setting up a detailed process for nominations. The group must understand its needs as a board, carefully consider the plans for the future of the organization, and then involve members in order to validate the process.

An historical review of the results of the nominations process is a helpful place to begin. It should be an assessment of how the board has functioned; the composition of the board, including the need for members with particular skills or experience; the board as a reflection of the membership and the culture of the board.

3.  Our board members seem to have problems understanding the difference between their role and that of the CEO and staff. Can you help? 

Yes. There may be a level of tension between members of the board and the CEO or other senior staff if their respective roles have not been discussed and agreed to in advance. This issue must be revisited on a regular basis (annually during orientation) to educate new members and to refresh others.

One role of the board is to set policies and strategic direction for the organization allowing its professional staff to carry out those activities. Because board members often are very much involved in their industry, there is a tendency to feel that they are as knowledgeable as the staff leadership on various matters and consequently want more in-depth involvement.

The assistance of a skilled facilitator will help the parties thoroughly discuss their respective concerns, outline a plan for defining appropriate roles, and prepare a method for monitoring progress. It may also be helpful to conduct a communications/work style analysis with board and senior staff members to help everyone better understand how to work effectively together.

4.  Why are board orientation programs needed? Can’t members learn as they go along? 

Board orientation and familiarization activities are essential to the effective functioning of all types of boards. The inclusion and development of new board members is greatly enhanced through a planned program of education about roles, responsibilities, ethics, governance, and financial oversight. The orientation process should include acculturation for new board members--as well as the entire board--because the dynamics of the group will change each time new individuals are added. This process optimally includes the involvement of current board leadership, staff and other advisors to the board.

5.  Why do many boards feel they are not functioning as well as they could? 

Board members come together infrequently and often have not worked closely with one another. This creates a level of uncertainty about how to work together on matters that involve competing positions. Progress on programs often takes longer then it would in your own business, which can cause frustration. New board members are hesitant to participate until they have achieved a level of comfort on various issues facing the board. This can be lessened through a comprehensive orientation program and ongoing education as a part of each meeting of the board.

6.  What type of planning should we do as a board? 

Effective governing boards are directly involved in the development of the long range or strategic plans for the organization. In addition, the board should establish measurable goals for themselves that advance the mission of the group. There should be regular monitoring of plans to ensure progress and early identification of potential challenges.

7.  How do we measure our performance as a governing board?

There are a number of excellent board assessment tools that can be used by boards. With the assistance of a trained facilitator from The Kushner Companies, an annual discussion of the results of the selected assessment instrument is a constructive way for boards to monitor their work. Having a well thought through and member-supported strategic plan provides ample opportunities for regular measurement of progress toward annual goals and objectives.