Strategies for leading in an ever-changing world.
As I shared before, I called on several of my executive colleagues and asked, “What are the top 5 challenges your organization will face over the next year?” Their first concern was operating in a post-COVID environment; their second concern was managing staffing issues. The third most frequent concern I noted was:
How do I successfully manage varying levels of board leadership & engagement in the organization?
I’ll admit, this issue is tricky, and the answer is not at all cut and dried. However, there are a few basic ways to help protect the organization, your staff, you, and your board when it comes to board leadership and engagement.
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- Conduct a Board Analysis.
In my experience and based on feedback from my colleagues on board engagement, in general there are four types of board members: 1) Those who are there to provide fiduciary oversight, help drive the organization’s mission forward, and manage the CEO or Executive Director. 2) Those who are there in name only, (recruited due to some level of community influence) but rarely attend board meetings. 3) Those who join a board to improve their resume and rarely offer meaningful contributions. 4) Those who believe their role to be “hands on” and try to get too involved in day-to-day operations, which diminishes the authority of the CEO. Of course, the board member we all want is the first example, but what can we do to ensure all our board members are engaged in a healthy way? To begin to analyze your board, work with your board chair or your board executive committee to develop a board matrix (BoardSource has some great tools for this). A board matrix will help you discover what type of board members you have and what type you need to move the organization forward. - Screen potential board members thoroughly before inviting them to the Board. Require all potential candidates to submit a resume and cover letter stating why they want to become a board member. What type of leadership experience do they possess? Are they there for the right reasons? Have they served on a board before? Do they possess the time, skills, resources, and talents your organization needs? If they have served on other boards, ask for references. How do those colleagues speak about their contributions to their board?
- Make sure your executive board members are well-seasoned in proper board governance. Board governance spells out the systems and processes that the board will use to dictate the behavior of the board as a whole, the scope of responsibilities of board members themselves, and a framework for board decision-making. Again, BoardSource has some great
materials and training on proper board governance. If you can afford it, hire a consultant for this work. It’s worth every penny of investment. - Ensure you, as the CEO, have a contract of employment. Your contract of employment should spell out how you will be managed, evaluated, and compensated. The contract should
also clearly define your role as CEO, the role of the board chair, executive committee, and board member responsibilities as a whole. Negotiate the terms of a separation agreement from the start so there is no ambiguity in how a transition in the organization will take place. This type of contract will not only protect you as CEO, but the organization. I would also advise enlisting the help of a good employment attorney if you have never negotiated a contract of employment before.
- Conduct a Board Analysis.
If you or your organization is facing any of these challenges, I’m happy to chat with you, just send me a message on LinkedIn, or click the Contact Us tab and leave me a note. Remember to always lead well!