What to do with a Bored Board Presented by Michelle Taylor, Matrix on Board Consulting
Signs of Board boredom Rubber Stamping CEO Decisions Micro-managing All talk no action Don’t read Board papers No questions or irrelevant questions
Where’s the Passion?
Where’s the Purpose?
Reignite the Passion 0 0 Realign the Purpose 0 0 Put the TEAM to WORK Fixing the problem(s)….
Why did you join this Board?
What is this Board’s role? What is this Board’s purpose? What will be this Board’s legacy? 0 0
Put people where their passion is Have a Board plan Individual & collective monitoring 0 0
Who is responsible?
Effective Boards Board Evaluation Strategic Planning Board Action & Development Planning Board Recruitment & Induction
Board Evaluation
Encourage reflection 0 0 Analyse how the team works together 0 0 Pointy questions about achievements and legacy
Context Previous 2 years – major changes and challenges Relatively new Chairperson Accreditation agency required ‘work on Governance’ Objective How can we be the best Board ever? Methodology 1.Document Review + discussions with CEO and Chair 2.Online Survey 3.Interviews (one on one) Board Evaluation Case Study
Online survey = “To give back to the community” Interviews = distinct and diverse passions and motivations A few Board members didn’t really know why they where there 0 0 Online survey = “Everyone knows what their job is, we are great” Interviews = “We don’t have a Strategic Direction” Nobody could identify any significant value added by the Board 0 0 Online survey = “Meetings run on time, everyone is civil” Interviews = formal meetings stifling some people ‘New’ members deferring to ‘Old’ members Evaluation Findings
Most effective questions were: Is there a particular part of this organisation that you are most passionate about? What value do you add to this Board? In what way has this Board influenced or changed this organisation in the past 12 months? If you were going to start the organisation from scratch, how would you go about it? Describe your Board in three words
Evaluation Outcomes PCC Board realised how good they could be and needed to be Strategic Planning workshops held In Camera sessions & different meeting styles Renewed commitment (and energy) New members are speaking up Operational reports quarterly instead of monthly
In preparing for battle I have always found that plans are useless but planning is indispensable. (Dwight D Eisenhower)
Strategic Planning Vision Mission Values Strategic Goals 0 0 Board Action Planning 0 0 Board sets the vision and parameters Managers/staff figure out how to get it done
Context Momentum achieved from Board Evaluation Old Strategic Plan designed by CEO, internal focus Strategic Direction urgently needed Objective Set the Strategic Direction Enthusiasm!! Methodology 1.Submissions requested from Board Members 2.Two workshops 3.Strict focus on VISION and MISSION Strategic Planning Case Study
Strategic Planning Outcomes Board members found their shared passion(s) There is a Strategic Framework – and the Plan is coming Board discovered a visionary role for their organisation Board have taken up their relationship management role Board have their own Action Plan Strategy is discussed at every Board Meeting
Board Action & Development Plan Put people to work in the areas they are passionate about 0 0 Accountability 0 0 Board’s own goals linked to the Strategic Plan
What is our role? What our purpose? What will be our legacy? 0 0 -Represent PCC as leaders in the community -Long term financial planners -Governance not management -Be catalysts for self determination in our region -Ensure that PCC thrives -Strong internal systems & structures -Established, productive partnerships
Board recruitment & induction
Go after who you need Ask the right questions and remember the answers 0 0 Plan for integrating new members Ongoing check ins 0 0 Set objectives for individual achievements
Why did you join this Board?
Ask the right questions Act on the answers Have a plan Pay attention
Next webinar. QUESTIONS?