Adding Value or Taking a Seat
While all boards need dedicated board members who believe in the mandate, they also need members who know when they are no longer making a valuable contribution. Long-drawn-out membership can prevent the board from being proactive and futuristic. Board members may not want to ask a board member to leave; they are afraid they will hurt their feelings and ruin friendships. It is up to each board member to question whether or not he is making a valuable contribution or just taking a seat away from someone else. This article addresses four issues. If this article applies to you, you may want to consider gently exiting to create space for a vibrant engaged new board member.
Allegiance or Activity
It is detrimental when board members state that they are dedicated to the cause and use this rationale to avoid accepting their governance responsibilities. It is possible to be dedicated and simultaneously engage in behaviors which stymie progress. On the one hand, it is not unusual for certain board members to feel that their boards have governance policies or processes in place, while other board members wonder where these are documented. Colleagues ask questions because they haven’t seen the evidence on paper or in practice. Yet, when they question the existence of the tools their boards needs to be effective, they feel their questions are met with resentment and/or antagonism.
Board Roles: Important Information Known Only To The Best
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On the other hand, a frequent complaint is that the policies and process are well documented but they are ignored based on the will of a strong board chair or an overcommitted board member. Certain board members feel that if they attend board meeting that is enough, while the board expects them to be committed enough to support fundraising efforts and represent the board in designated forums. Newer board members find it frustrating when seasoned board members feel they know it all. Does knowing the history absolve long-time board members from reading board packages, attending board meetings, or taking an active part in board work? It is essential to respect the past but keep the focus on the health of the entity and the future.
The Chief Employee does All the Work
Most boards have very competent CEOs in place. This does not mean that there is no governance work to be carried out by the boards. However, it does mean that the management of the organizations is in good hands. It would not be appropriate to assume that governing bodies are engaging in currently modern governance practices such as completing an internal audit of all aspects of the organization, evaluating the effectiveness of their oversight duties, or ensuring that the organizations’ reputations are solid. Board meetings are intended to be governance meetings. They are not intended to be times for the CEO to generate agendas and tell their boards what they have been doing between meetings.
Newer board members may view the following as red flags:
- Board meetings are social events
- Senior board members state that there is no work for the board
- The board does not appear to be on track to leave a positive legacy.
- The board does not appear to be overseeing risks or completing an internal audit
- The board ignores its own plan
- The bylaws have not been reviewed or followed for years
- The CEO does all the talking
- The policies are outdated or absent
- There is no apparent way to hold the CEOs accountable
- There is no board evaluation
- There is no meaningful plan directing the work of the boards; and
I Know Best
Board members respect experience and historical knowledge. At the same time, they want to know that their knowledge and experience is valued. They need to feel safe when asking questions, analyzing risks, debating options and they want to make up their own minds prior to voting on any motion. When new board members feel intimidated or they are uncomfortable with the behavior of senior members, they are apt to remain silent or find a convenient way to leave the board. They may not offer the support they could, resulting in a real loss for their boards and the organizations.
Representation is Not Part of My Role
Representing the organization can be one key function for board members. Individuals are often invited to sit on their boards because they have the connections or hold certain positions in the community or in specific fields of expertise.
It is recognized that networking and connecting takes time. However, when board members take the attitude that they know everyone, they absolve themselves of any responsibility to attend functions or relay key messages on behalf of the organizations. These reactions can be detrimental to the boards because information about potential policy changes, mergers, acquisitions, and mandate expansions by competitive organizations can be missed. When board members run out of energy to do the work of the boards, it is better to step aside and let others take those places at the board tables.
How Do You Feel?
Board members never need to feel badly about leaving their boards. It is better to leave when things are going well rather than when others are wishing we would resign. Let people remember your valuable contribution made rather than the havoc caused by being controlling, unable to listen or unable to fulfill the expectations of the current roles. There are always boards looking for new members. Maybe it is time for some members to reenergize by joining new boards and making valuable contributions in other ways.
Board Roles: Important Information Known Only To The Best
Download it for FREE by completing the form below!
