It's clear from discussions I've had with some members of the Board that they care deeply about their organization. Sadly, the problems facing the organization today are predictable given the lack of policy and strategic goals, both of which are clearly Board responsibilities. Yet again, a Board that hasn't been governing, because they don't understand what governance entails. Sadly, I come across this circumstance too often - bright and capable individuals who arrive at a Board table with a sincere desire to do the right thing, but failing because at no time were they actually taught how to govern.
I've drafted two critical questions to advance to the Board at the session, questions I think every Board without governing policy and strategic goals should ask themselves.
- Can an Executive Director/CEO truly demonstrate success to the Board if the Board has not made it clear from the start what success will look like?
- Is it realistic to expect an Executive Director/CEO to satisfy the particular needs of individual Board members, each of whom may have a different idea of what success will look like?
I'm really looking forward to the discussion that will (hopefully) result when I raise these questions. If any of you ever advance them to your Board, I've love to hear what resulted from the discussion that followed.
Posts
Hello Sandi:
ReplyDeleteI don't envy the task you have in front of you, however, this board is very lucky to have its first responsible decision - they hired you. If there is anyone who can help them, it is you with your excellent knowledge and expertise in working with dysfunctional boards.
Now, the answer to both of your questions, at least from my perspective is NO! I say this, because, both questions are linked to the same problem, the lack of vision due to not having an strategic direction or governing policy on how to get there if they did have one.
How can any ED be expected to demonstrate success to the board without these elements which provide a blueprint for success. Neither should the ED be expected to satisfy the, "...particlar needs of individual board members, each of whom may have a different idea of what success will look like."
It is the ED's responsibility to demonstrate success to the board as a whole, not the individual needs or desires of individual board members. Before that can happen, the board must get its governance house in order and quickly. Then, they must develop a collective vision and strategic plan for the association that is based on the needs of its members and not the needs of individual board members.
What that is done, and only then, should the ED be held accountable for demonstrating success, provided, of course, that the ED has been given sufficient resources and a timetable to work with. Moses didn't build the Ark in a day or a month, and the board shouldn't expect the ED to perform miracles either. However, they should expect results after a realistic amount of time has passed (like a year).
So, feel free to share these comments with the board you'll be working with. Who knows, it might make them wake up and see the job in front of them for what it is - a work in progress that needs vision, strategic directions, realistic expectations re. time to do it, and sufficient resources with which to work.
After that, then they can ask the ED for a report that demonstrates success.
Oh, by the way, good luck and please report back at some point on how things go.
Surely a group of sensible intelligent people around a Board table will understand the implications of those two simple questions.
ReplyDeleteAnd hopefully, you will get a look meaning "we've been doing it wrong all these years?"... at which point you reassure them that they are just doing what everyone else is doing. Hah. Hah. But THEY are going to be the Board that turns a corner... and changes.
Unfortunately, the behaviour change required is very difficult and few groups can afford to have a consultant stick around during the transition.
Leon and Mary:
ReplyDeleteIt was a great day! I could start to see heads nod up and down even before I put these two questions before the Board. They were so enthusiastic and wanting to roll their sleeves up and get some real work done, that I shelved what I had planned for the afternoon and instead spent the afternoon with them developing policy - they actually had a product at the end of the day.
But as Mary notes, the question is, what will happen next. In my view, the answer is: strategic plan, strategic plan, strategic plan! I hhave been informed that they will be back in touch as they want to continue their journey, so, I'll keep my fingers crossed (for them).
I love it when I see light-bulbs turn on. The CEO was very pleased with the discussion, so we'll see what transpires. They have a lot of work to do.