Welcome Aboard
Author: Sandy Thompson
I was recently invited to spend a fabulous pizza and birthday cake filled evening with a board who wanted to explore their governance processes and see where they could improve their effectiveness. Amongst conversations on how the group had successfully navigated some difficult circumstances, and that actually they were doing a pretty darn good job of governing the organisation, it transpired that the three newest members had all had very different experiences of being oriented onto the board.
One had been provided with a range of written material including an orientation manual and had been buddied up with a long-serving board member who they could contact before and after meetings for some sense-making and background information gathering. The second board member also received written material but shared that after a year she is still trying to make sense of what is going on and draws heavily on previous board experiences to help her navigate her way, even though her past roles were on boards that were vastly different to this one. The third person had not received any material, missed the first meeting, and shared she constantly feels stupid for having to ask questions during meetings.
I was reminded of the importance of getting folk orientated as quickly and as thoroughly as possible to enable them to fully participate and contribute. I was once on a board where I was not introduced to any of the others and it took me three meetings to work who was who. Having collective leadership such as found on a board, means that a range of perspectives, knowledge, wisdom and experience contribute to good decision making and shared accountability. These lead to effective governance and a board that adds value to the organisation. When board members have gaps in information, do not feel part of the team, or do not feel free to speak up, everyone misses out. This includes the communities we serve.
A proper orientation ensures the new members are able to understand the context and nuances of the organisation and the board. It is my belief all board members need to have ongoing conversations about the:
Context of the mission (eg: Are we combatting all child abuse or focusing only on the commercial exploitation of children?)
Board culture (how do we make decisions and who and what influences our decision making?)
Expectations (am I expected to participate and contribute outside of board meetings?)
What is in it for them (what professional development training will I receive?)
Role (what is our role in strategy, stewardship and stakeholder relationships?).
I have observed a lot of great board orientation practices over the years: easy to navigate board manuals with reference checklists; clear role descriptions with spaces for the individuals to add what they will individually contribute; written expectations provided before elections; quizzes and games at every meeting about the organisation and the board; family picnics, to name a few. This group decided to implement a buddy system, build a shared online document storage, and have their first meeting after AGM with both outgoing and new board members.
Like most things, the answer to how to best orientate board members is: it depends. It depends on what type of board you are, what type of role you have, and how you govern. What is certain is that an orientation process to bring everyone on board is a must.
If you would like to learn more about building an orientation process for your Board, join Sandy on our upcoming Board Builders online workshop, Hooking The Good Ones - How To Attract And Keep The Right People On your Board.
When: 6:15pm-7:45pm Tuesday 8 June
Cost: $59 +GST