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Keeping your Board fresh
Part 2: Making the Change
You should already have read Part 1 of this help sheet, which looks at how you can spot the need
for a change in your Board. Now it's time for the hard part: making that
change.
The first and most important task is to get the Board to the point
where it can bring about its own regeneration. It is a good idea to draw
up a plan to involve all members in the process of change – that way,
they are more likely to feel ownership of the process and less likely
to resist any changes that need to be made. The process of change can
be slow or sudden, cosmetic or extensive – the approach taken will
depend on how dire the situation is and how much resistance is
encountered.
If the Board cannot be led to acknowledge the problem, then the only
way to bring about reform is to use the election procedures to change
personnel. This can be damaging to organisational cohesion and morale,
and should be undertaken only as a last resort.
Some less painful methods of achieving regeneration include:
- Asking existing Board members and community group members to
identify what changes they would like to see occur.
- Reviewing the organisation's goals and strategies to ensure they
reflect the current and future priorities of the community group.
- Reviewing all policies and procedures, including meeting rules
and structures, to remove irritations and inflexibilities.
- Instituting training procedures to help committed Board members
to update their skills and become more acquainted with their governance
responsibilities.
- Undertaking an educational process to ensure that Board and staff
members are aware of their differing responsibilities and committed to
maintaining those divisions. (More information about Board-staff
responsibilities is contained in Our Community's Helpsheet Board-Staff-Volunteers
- Holding informal functions to give Board members the chance to
meet and get to know each other outside the tense environment of the
boardroom.
- Taking a more strategic approach to Board recruitment, including
putting in place a recruitment strategy and setting up a recruitment
committee if one does not already exist.
- Making sure that the induction of new Board members directs their
attention to the real requirements of the role; there is no use having
new members if they are simply co-opted by the old members to carry on
in the old ways. (More information on induction is contained in Our Community's Developing an Effective Induction Process help sheet.)
- Ensuring material prepared to support the Board in its
decision-making process is timely and relevant.
- Improving communication channels, both between Board members and
between the Board and the rest of the organisation. This could involve
opening meetings to the broader group membership, developing a small
newsletter to explain Board decisions or providing opportunities for
group members to speak with Board members.
Obviously the approach you take and the regeneration methods you use
will depend on the type of change required and the particular culture of
your organisation and its Board.
How to ensure your Board stays energised
If you pay close attention to Board appointments you are half way to
having a healthy, vital Board. Naturally, maintaining excellence takes a
lot of hard work and commitment.
Tips for maintaining an enthusiastic Board:
- Undertake an annual Board review. Try using a small, confidential
survey requesting feedback, ideas, and recommendations for the future.
Consider putting in place a committee to manage this process.
- Be sure that roles within the Board are clearly defined, and that
each member is absolutely clear about the organisation's goals, mission
and ethics.
- Ensure boardroom procedures are effective and efficient. If they
don't suit those on the Board, change them.
- Take plenty of time to recruit Board members. The right people
ensure a strong and effective Board.
- Be committed to a diverse and representative Board. (See Our Community's Helpsheet Achieving the Right Mix for more information on diversity strategies.)
- Pay attention to the needs and morale of Board members: are they
satisfied? If not, try job sharing or swap some responsibilities with
other Board members.
- Expect a high standard, and hold people accountable.
- Make full use of your Board members' skills and expertise.
- Ensure that the workload of all Board members is comparable: lack
of involvement leads to boredom, overwork leads to burnout.
- Let the Board know of progress in the organisation or excellence
among members and staff. Keep the Board informed about and interested in
the organisation.
- Determine an appropriate length of service for your Board members
(and look to new members rather than simply re-appointing the old).
- Recognise Board decisions that are successful. People tend to
look to the Board in a time of crisis, but do not necessarily give it
credit in the good times.
- Keep the organisation informed of Board decisions, and make the
Board accessible so a great divide does not occur between
members/volunteers/workers and the Board.
- Implement a mechanism to allow members to have their say or to
suggest ideas for the organisation.
- If a Board member leaves prior to the expiry of their term, find
out why to ensure that any concerns they may have with the organisation
are addressed.
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