Encouraging a Strategic Board
Reprinted with permission, copyright 2000, American Society of Association Executives, Association Management Magazine, Washington, DC
As a chief executive, it is not always easy to encourage a strategic board. It is energizing and uplifting for a strategically-minded chief executive, staff and board to envision what they would like to happen in and for the organization, without regard for cost, energy or time. However, in order for these dreams to become a reality, the board and chief executive must work together.
Here are some things the chief executive can do:
Display the right behavior. If the board sees you working strategically, they’ll be challenged to do the same. If they see you’re mired in the details, they will be too.
Learn facilitation skills. This includes learning how to read your board members’ energy level and body language, and how to ask and respond to the right questions. Before every meeting, think through which kind of process is most appropriate: an exploration of options, spurred by a consultant or other outside party? Or a spirited debate of already identified key issues?
Understand the difference between giving a report and engaging in a strategic discussion. If the board wants to know why your organization’s finances are a mess, you’d better have a concrete answer ready. But if the board wants to explore broad issues, the best approach is to say, “Good question. We need to figure that out; what do you think?” When you imply that you already know the answer to strategic issues, you shut the board down and set yourself up for a fall if you’re wrong.
Help your board make decisions faster. The best chief executives combine a close board relationship with bold action. For initiatives that demand quick turnaround, get the entire board’s agreement on overall strategy and then take responsibility for assigning people you have confidence in to make change happen. This requires you to be someone who is willing to challenge but doesn’t force things.
Always appear positive, even after a disappointment. The chief executive should always try to keep a sense of humor to help ease any tensions that arise with the board. If you take yourself too seriously, the board is likely to do the same. Remind yourself and the board that failure is sometimes necessary to achieve success.
Leading By Example in Texas
The Texoma Council of Governments Board of Directors, an EDA funded district, understands the value of strategic thinking. Over time, they have become a nonprofit incubator as they create programs to respond to community need, and develop them to ultimately spin off into freestanding organizations.
This process works exceptionally well, according to Frances Pelley, Texoma COG Executive Director. “Using the strength of the COG’s leadership capacity and organizational skills appropriately has allowed us to better respond to community need by creating new organizations that we help grow and eventually separate from the COG.” Pelley states that an important part of the process is selecting a board for the fledgling organization that includes individuals who possess the right blend of visionary and technical abilities needed to achieve results. The COG has employed this format to help create an AIDS resource center, home hospice, tourism association, regional blood center, regional paratransit system and other service organizations.
The Texoma COG board had led by example to start new nonprofits within its three county service area in north Texas. As a result, they have created over 10 organizations that remain viable today and that continue to meet their intended results.
For More Information, Contact Frances Pelley at 903/893-2161 or fpelley@texoma.cog.tx.us.