A Tale of Two Boards: Transforming Board Engagement
Four-Minute Read
I’ve been thinking a lot lately about the implications of being highly intentional about strengthening the board of directors versus what happens when a board functions “by accident” or even “by neglect.”
The accompanying chart paraphrases comments from executive directors in two scenarios: first, when the board is on an accidental trajectory; and second, when both the board and the executive director are highly intentional about board development over a sustained period of time. Please read on…
The differences are dramatic, aren’t they? Consider the stark contrast between scenario one and two in terms of:
- Emotional support the ED must feel
- Focused efforts aligned on board-approved goals
- Energy of 100% board giving, with their involvement to ensure that it happens
- Smart, intentional recruiting efforts to build a “deep bench” of board talent
- A culture led by “passive volunteers” versus “engaged fiduciaries”
- Strategic engagement in meetings versus constant passive listening.
I could make this a much longer list, but I’m sure you get the idea.
And here’s the “kicker.” This is my former client, not plural. It’s not two different organizations, but Scenario #1 comments reflect the ED’s 2017 experience versus Scenario #2 from 2021. Same organization, but over a 3-4 year period, transformational changes happened because of a highly intentional, and not without effort, series of best practices and governance changes.
Here’s a “top of the mind” list of just a few things that have changed recently:
- Governance change, including board size
- Detailed recruitment packet clearly spelling out board expectations
- Previous recruiting efforts were abysmal. Now, they have a remarkable 80% success rate.
- Board approved strategic plan with board meeting agendas based on high-level goals
- Succession plan for founder/executive director
- Board-approved budget with periodic review
- COI policy in place
- Deep Bench recruiting with smart onboarding process in place
- 100% board giving (And significant “getting” happening)
- Significant capital improvements made to an aging facility
This is what can happen when you implement a series of smart, appropriate best practices and governance changes led by a true partnership between the board chair and the executive director.
And here’s the reality, almost none of the board changes cost anything. But failing to act on them can be very costly!
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Please share this with your friends who are nonprofit leaders.
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This blog shares perspectives on how you could create new story endings that are filled with meaning, power and hope. I facilitate culture-changing processes through keynotes, workshops and consulting that help organizations achieve greater impact. Also, I provide leadership coaching to help executives and aspiring leaders become the fullest expression of who they’re intended to be. If you’re looking for coaching or consulting services, contact me at contactbrianbecker@gmail.com.