It’s easy to dive into pressing board business immediately after bringing the meeting to order. Urgent matters float to the top of every agenda.
But there’s a difference between urgent and important. And the important stuff isn’t addressed until it becomes urgent.
Board Education is Important
Each board member has a lot of knowledge, but they don’t all know the same things. When it comes to board responsibilities, there are frequently gaps in their knowledge – and they’re not the same gaps.
It’s like people who are self-taught. They don’t know what they don’t know. They’re very, very good at what they do – until they reach something they didn’t know they needed to know.
A healthy board has a mix of experienced and new directors. If you’ve been on the board for a while, it’s easy to forget that newer members don’t have your institutional knowledge and experience. It’s also easy to forget that as society changes over time, what you know may need updating. new directors may have great ideas and community experience, but little knowledge of board responsibilities.
What happens? Board discussions go around in circles. Individual gaps in knowledge create confusion and misunderstanding. Directors assume they agree on definitions, when each defines the topic differently.
All of a sudden, board education becomes urgent.
How do I get my board to fundraise? How do I get my board members to stop dwelling on the past? How do I get my new directors to listen to the wisdom in the room? How do I get older directors to listen to the new ones? How do I get my board members on the same page?
Why wait until it’s urgent?
Based on a quote from President Eisenhower, Urgent and Important are very different:
- Important activities have an outcome that leads to us achieving our goals, whether these are professional or personal.
- Urgent activities demand immediate attention, and are usually associated with achieving someone else’s goals. They are often the ones we concentrate on and they demand attention because the consequences of not dealing with them are immediate.
Since you know that you have a great variety of talents and experience around the table, why not conduct board education with intentionality. Get in front of the Urgent, by paying attention to the Important.
It is important for board members to all have the same language and understanding when talking about decisions. It saves time, avoids misunderstanding, and improves the relationships. The net result is greater peer to peer responsibility. It avoids ambiguity, and frequently avoids creating urgent situations.
Sit down with the governance committee and consider what each board member needs to know and to have in order to be a strong contributor to the work of the board. It may be specific skills – like reading the financials. It may be in-depth understanding of the strategic plan and their role in it. There are a lot things that go into being an effective board member.
How to Introduce Board Education
At the start of each year, consider the knowledge, experience and skill sets of your board members. What gaps are there? What knowledge do some have, but not others? Where do there seem to be problems with communication? What knowledge do new members bring to the table that returning members could benefit from? What knowledge do returning members have that would help acclimatize new members?
You’ll likely find that there are a lot of gaps. The exercise provides a foundation for introducing the idea to your board, giving directors a solid rationale for regular board education.
Then schedule regular board education, instead of waiting until it’s urgent.
Build a culture of continuous improvement. You do it for your programs – now introduce it to your board.