Ask the Expert
Q: How do I get my board engaged in the work that needs to be done in my organization?
Building and maintaining an engaged board is one of the most important components of the executive director’s role. Having an engaged board is critical in carrying out your organization’s mission as well as properly overseeing legal, fiduciary and ethical matters.
So, how do successful organizations do it?
Unfortunately, there is no magic potion that will transform your board! The message I want to bring to you--which is going to be hard to swallow--is that if you are unhappy with your board’s engagement, it's probably a reflection of your leadership priorities.
Engaged boards require time, and that’s why the level of engagement you experience as a leader is probably a reflection of where your priorities lie. Ask yourself how much time (truthfully) you allocate to activating your board each week. Most of us, if we were being honest, would admit that it’s a very small amount of time.
To transform the board you must transform your leadership priorities and put in the time needed.
Now that we’ve clarified where the responsibility lies, I want to make a key point about how to successfully engage your board. Engaging your board is not about spending time on erroneous board activities, rather, the key is to devote your time to creating and implementing a structured, results-oriented plan for board engagement.
A great way to encourage successful board transformations is to use a strategic board engagement plan.
Think about it: We craft strategic development, operations and marketing plans to clarify organizational priorities and measure results. Why don’t we use this process for the board?
A strategic plan defines the priorities of the organization and aligns them with the mission and vision. A strategic board engagement plan defines how the board and the CEO act within the governance context of those priorities. It clarifies everyone’s perception of the word “engaged;” defines action plans to achieve that identified level of engagement; and defines roles and responsibilities, timelines and metrics to ensure accountability and results.
Such a plan asks the following questions:
1. What are the metrics we use to select members and align their roles with our strategy?
2. What attributes and values are important to us in choosing board members?
3. “Engaged” looks and feels like what?
4. What board-specific activities matter most to make sure the organization is accountable and achieves its strategic imperatives, and how can these activities be measured?
5. What specifically can the CEO and staff do to support the board in these activities?
6. What specific commitments are board members willing to make to meet their engagement-strategy goals?
7. Within what timeframe should these actions be accomplished?
Parting Thoughts
If your board is not engaged and you think they need to be, look at how you spend your time and reallocate more of that time to manage your board. But don’t just put time into activity. Instead, save time by applying it to a framework that you all agree will produce the result you are looking for: engagement. A great activity to jump start the engagement process is to put this plan together with your board.
Karen Beavor, CEO & President
Georgia Center for Nonprofits
Want more information about building a board engagement strategy? Call us at 678-916-3000 or e-mail consulting@gcn.org.