How would you describe
your relationship with the Board of Directors? If it's less than ideal
would you (could you) admit so? How specifically has your organization benefited as a result of the Board's leadership and actions?
These are great starter
questions when discussing board development and growth with a new client. They are not,
however, the most important question.
Leadership is a formula and you need just the right blend for success. While there are many components
of leadership, you simply cannot make the formula work without an effective
Board of Directors.
So, about that question a consultant should ask you, "What are you doing as the executive leader to
support, engage, and guide the Board of Directors so they clearly understand
their role?"
To get you started thinking about how your leadership supports the Board, consider the following:
To get you started thinking about how your leadership supports the Board, consider the following:
Mission: What is the Board’s commitment to the mission?
Why is each member serving, and what is is their contribution in support of the
mission? From monetary contributions to expertise, skills, and relationships
each board member should add value to the organization.
Accountability: Performance Assessments are necessary and
healthy for the development and growth of the executive leader, Board, and organization
overall. This includes periodical Board assessments with a third-party entity.
Leadership: Every executive leader needs a Board comprised
of individuals who embrace opportunities to lead. Seek Board members who want leadership
roles; not ones who shy from opportunities to lead.
Team: Perhaps the toughest element, outside of raising money, is the Board’s relationship with the executive leader. The Board should understand their role is to hold the executive accountable and then recognize the executive as the clear leader of the team. Conversely, you must demonstrate your ability to be an effective leader to reinforce this relationship with the Board.
Team: Perhaps the toughest element, outside of raising money, is the Board’s relationship with the executive leader. The Board should understand their role is to hold the executive accountable and then recognize the executive as the clear leader of the team. Conversely, you must demonstrate your ability to be an effective leader to reinforce this relationship with the Board.
You: Your ability to effectively
lead is a key element for the organization’s success. How are you supporting, nurturing and
engaging your Board? Are Board meetings
simply a “dog and pony show” of just how great things are supposedly going; or is strategic thinking and planning taking place? Seek the
delicate balance among providing direction and guidance; the Board's commitment
to the mission; and the Board's willingness to embrace accountability.
If your Board is not
where you feel it should be then consider engaging a third party to facilitate
important discussions to move the organization from good to great.
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Dr. Wyble is the President/CEO and founder of
Leadership Concepts, LLC; a consulting service providing practical solutions to
community and nonprofit organizations. Learn more at Leadership Concepts
