Over the last nearly twenty years, I've sat through a number of board of directors meetings. As a participant, a guest, a speaker and staff. Unfortunately, most meeting are mind-numbing boring. They are a discussion of what has already happened, or a droning report. We can do better.
What is wrong with board meetings? The biggest problem is sheer boredom when executives are talking at the board. It seems like an endless parade of staff speaking to the board. There is very little engagement or questions. Ultimately, executives attend just enough to maintain their seat. This promotes passiveness and encourages members to disengage. Why? Because this approach is the complete opposite of what makes for effective board meetings -- it forces everyone concerned to operate in the past.
I found the following information from a non-profit expert really compelling.
"In most cases the decisions have already been made or the directions have already been taken and it's too late to do anything about it. Board members could be forgiven for quietly wondering why they're hearing about all this if it's a done deal. Leaders' time frame should be measured in years, not months, so if the board gives up its leadership role in order to manage the management, who is left to focus on the long-term?"
Thomas McLaughlin, NonProfit Times
My recommendation is to transition the board into long term decisions and strategy. This is the most opportunistic way to keep a board and engaged and effective. The discipline of thinking in the long-term permanently shapes all dialogue.
Possible Board Meeting Agenda:
· President’s Report - Where the organization is today? Our objectives for the year.
· Consent Calendar – Move reports and “approval items” in one vote. Get it over with if feedback or discussion is not needed.
· Major Initiative Focus – Identify an organization goal or staff initiative worthy of presenting to the board and building awareness.
· Mega-trend reviews. Business gurus, financial market leaders and vertical industry experts (housing, consumer package goods, health care, etc.) address breaking issues which can affect the industry.
· Member spotlight – An analysis of companies and their best practices.
· Vision or Association Panels – Roundtable of members or staff in a dialogue with board members on issues of association importance.
Board participation should provide added value to the volunteer. Executives should gain insight, networking opportunities or gain something other general members can’t obtain. Over time, the board slot becomes coveted, desired and rewarding.
Meeting Frequency: Scheduling should be driven by the focus of the association and its board’s role. Our analysis reveals the number of board meetings may be a bit heavy. However, the frequency should not be altered for this reason, but by the strategy of the board to be more long term focused. If the desire is to address more long term issues (measured in six-month or annual increments) then the board can meet less frequently.
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