Too many times one hears about dissatisfaction with board meetings. “Oh no, not again? So soon?” is the refrain when the next meeting is announced.
And yet it is the board meeting where the most meaningful work of the board is done. It is the time for status updates as well as the exchange of viewpoints, collaboration, networking, and visualizing the mission of the agency. This is the board chair’s opportunity to build upon the commitment of current members to accomplish the work of the board and to build a culture of trust within the boardroom.
How best to turn the frown of board members into smiles when they prepare for the next meeting? In the meeting:
Let them know that they are heard.
Let them know that their voice is important at every meeting, and on any subject.
Let them be part of the decision-making for the agency and exercise their privilege to vote.
Let them participate in a meeting that is well run, with a timed agenda, and backup materials with ample time to prepare for the meeting.
Let them see what the impact of the agency means to the community. Literally, bring the successes of your program into the boardroom. This can be done in several ways: first, ask an expert from the community to come in and discuss the facts and data on the underlying issues. Boring? Never when it details how your agency is meeting those community needs. Second, ask a client to speak personally to the board about how your program has impacted their life. Last, if possible, take the board to the client. Hold a board meeting at the site of a client (if client privacy is not an issue) and let board members see firsthand what their board work supports.
The board meeting is the Board chair’s melting pot. It is where exciting things can happen when there is time for discussion. Design an agenda that moves through the management business to the business of governance. One example is to use a Consent Agenda to have board reports included in one place and approved at once at the beginning of the meeting and remove the need for verbal reports that may be overly long. Allow sufficient time for financial statement review and then use the bulk of the board meeting time for governance work. For tackling issues that need debate and resolution. It’s those conversations that will provide the framework for building a culture of trust and collaboration where board members feel heard and valued.
And most of all, board members will feel excited about attending the next board meeting.