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Having Fun While Leading with Confidence

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If you think your board meetings are chaotic, hold my beer. We’ve imagined and dramatized how board meetings, leadership, and just generally being a board member can go off the rails in our Leading With Confidence video series. While what you see in the short video sample below is fiction, there’s a kernel of truth in each of our videos that veteran association leaders will recognize.

We’re not advocating that you try any of this at your next meeting. But what we do know is that making education fun makes it more likely people will watch and learn. Well-run meetings, effective communication, and a focus on mission can elevate an association’s governance and make it more effective. That’s why we produced this series of videos. 

New to Board Service?

When you first join a board, it can be a little intimidating. You want things to go well, and you want to have an impact. Understanding your role, preparing properly and practicing a few habits will help you stand out as a leader and make a difference for your organization. Mistakes can be a great teacher. In that spirit, we present How Not To Be An Effective Board Member, where we explore some not-so-far-fetched scenarios of fundraising ideas getting completely divorced from an organization’s mission and values. 

Subcommittee Purgatory

Committee meetings are part of the job for most board members. It’s where a lot of the work gets done. Subcommittee Purgatory is a cautionary tale of what happens when meetings lose their purpose and become a rote exercise. Remembering purpose turns this dark and comically dismal meeting into a bright, joyful event. 

First-Time Board Chair

Chairing a board can be a challenge — even for board veterans. You’re in charge, but how do you get things done? A good board chair knows how to listen and engage other members in the discussion. In First Time Board Chair, we follow the adventures of a new board chair who learns what not to do the hard way. 

Bring Professional Video Production to Your Organization

Ewald’s Studio E content team produced these dramatized videos with professional actors and script writers from Danger Boat productions. It’s an example of the level of production we bring to all of our videos, including promos to increase conference attendance, recruit new members, workforce development and more. 

We have more videos to help board members. If someone just joined your board, we have the perfect video to share with them: Welcome to the Board is a pep talk for new members, reminding them they wouldn’t have the job unless other people believed they had the skills and know-how to succeed.

For those who may be new to association leadership, we have a video demonstrating the difference between mission, vision and values. Yet another shows how the Superpowers of Associations touch our lives every day. 

All these videos are available free at www.ewald.com/leading. We encourage you to watch, laugh, learn and share as we serve at the intersection of business, government and society to improve industries and professions. 

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The Board’s Duty of Foresight 

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Ewald Consulting welcomed Jeff De Cagna, AIMP, FRSA, FASAE to our Associations Trends Talk on July 17, 2024. Jeff is a long-time association community contributor and executive advisor for Foresight First LLC in Reston, Virginia. Here are some highlights from his presentation. 

What will our successors say about us as association leaders? 

  • They will evaluate our actions / judgments. 
  • We need to take our current focus away from legacy — as that is a narrative about what we did, not what we did for them in the future. 
  • Foresight lets us imagine how we can leave our associations better than we found them. 

Duty of foresight 

  • How do we avoid mistakes? As an example, Jeff told the story of how the board at Blackberry failed to anticipate competition, and ultimately became irrelevant. 
  • To avoid failure, boards of directors need to choose the duty foresight, which involves intentional learning, short-term sacrifice and long-term action. 

How does foresight work, and why is it essential? 

  • Intentional learning is a non-negotiable requirement (otherwise, how can we learn what we need?).
  • Foresight is not just about data—it’s also about imagination. 
  • We need to look at the far future (7-10 years from now) and imagine what the world will look like then — including a look at futures that are unfavorable and futures that are unthinkable. 
  • Making sacrifices today will let us act differently moving forward. 
  • We can practice foresight by repeating work to build performance and deepen impact (not just connected to strategy; it must be consistent, repeated work). 

Choosing the future 

  • Foresight is a choice that we must make. It will give our board a deeper sense of responsibility, and a mindset of long-term adaptation. 
  • Association boards are human systems responsible for stewarding human systems into the future. Think about how to move the system of the association into the future. 
  • The issues that are facing us and the choices boards must make won’t get easier; they will get more difficult. The sooner we can deal with the issues, the better we can prepare for a turbulent future. 

The BANI Framework 

Jeff recommended that rather than using a VUCA (Volatile, Uncertain, Complex and Ambiguous) model of the world, boards should use the BANI Framework developed by futurist Jamais Cascio. 

  • Brittle: systems such as supply chains, food supply and health care are brittle, and we must look at how to shore them up and make them more resilient. 
  • Anxious: the depth, breadth and intensity of brittle systems are causing great anxiety, exemplified by increasing rates of drug use and suicide.
  • Non-linear: Seemingly small decisions can have massive consequences; for example, the spread of COVID was non-linear and linear thinking probably allowed it to spread even more rapidly. 
  • Incomprehensible: AI is a great example; even those who work with AI closely don’t understand exactly how those systems work. 

Why does the board’s duty of foresight remain a radical idea ten years later? 

  • We need to make this a radical idea so it never settles into a comfortable place of best practices. 
  • Foresight is the only construct that challenges boards to prioritize their successors. 
  • It demands unique board work. Rather than focusing on oversight or policy development, which can be assigned to other groups within the association, the board needs to focus on intentional learning, taking responsibility for stewarding for the future. 
  • Foresight moves with the larger world. It doesn’t simply involve the trade or profession served by a specific association or nonprofit. 

The big question: What will our successors say about us? 

There are fewer than 2,000 days left in this decade. How will we take action? We want our successors to think about us as people who cared about them. The duty of foresight is a moral choice, and an important choice to make.  

Additional resources 

Watch the video 

Jeff’s recent presentations and articles 

Fit-for-Purpose Association Board Director Learning Series, a collaboration between Association Forum of Chicagoland and Foresight First LLC 

Associations Trends Talk Recap: How to Run the World’s Best Board Meeting 

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Every board meeting is an opportunity for your association to achieve its mission. Your board can change the circumstances of your members — and even the greater profession — so we must strive to do our best every time. These were among the top messages of our Associations Trends Talk on January 17, 2024. 

Takeaway 1: Be mindful about building the meeting agenda 

It’s easy to get into the habit of planning a meeting on autopilot. Both Eric Hauth and Tip Tucker Kendall stressed the need to prepare for each meeting thoughtfully and purposefully. Eric has a weekly meeting with his president to stay in touch and on top of issues that emerge between board meetings. He also finds it crucial to incorporate times when each agenda item will be discussed to maintain a good pace for the meeting. 

Key for Tip has been simplifying the process for board members. Sending out a single PDF with all the documents the board will need for a meeting — and calling attention to priorities, such as the annual budget — makes it easier for board members to prepare. 

Moderator Paul Hanscom added that it’s great to get questions about agenda items from board members in advance of the meeting.  

Takeaway 2: Be clear about expectations for your board members 

Tip recommended that we keep in mind how much time we demand from our board members. Give them an approximation of the time needed to review the agenda and/or complete tasks in advance of the meeting. She says it’s also critical to prep the chair in advance of the meeting to help keep things on track. And knowing what your board president values makes a big difference in building your relationship. Tip went from a very extroverted person to someone who is very efficient but less focused on relationships. 

Eric gave an example of ICRI’s planning retreat, where board members are assigned to tackle individual domains and bring the homework to the planning session. The process created high engagement and high clarity about each domain.  

Participant Jalene Bowersmith noted in chat that she does a couple things to help board members better prepare: 1) provide a video recording of less than 5 minutes highlighting the board packet items; 2) include motions on the agenda for each item requiring them. 

Takeaway 3: Relationships are the cornerstone of an effective, engaged board 

Tip stressed that building your relationship with the board chair/president shapes every meeting you have. 

Eric shared that when his current board chair began his term, the chair called every board member individually to ask how the organization can support them, and what they want to get from the experience of serving on the board.  

Takeaway 4: Regular assessment will strengthen engagement and drive improvement 

Paul noted that feedback is important to the success of a board of directors. Assessments completed after each meeting can provide both quantitative and qualitative measures to help guide future meetings. 

Tip shared the importance of having conversations about whether meetings include adequate time for dialogue, resolving conflict, etc. She sends assessment surveys after every meeting, and it helps to keep all board members engaged. Measuring the responses makes a big difference. 

Takeaway 5: Volunteer orientation is vital to board member success 

Tip said that onboarding helps each board member get up to speed and be successful. Her board meets with their attorney annually to provide board members with knowledge of their legal obligations. Tip’s association also teaches everyone how to read the financial statements. She says meeting with board members individually helps the chief staff executive learn the strengths and opportunities for each board member. Especially when a board has controversial issues to address, it’s important to cover how the board needs to speak with one voice. 

Eric stated that his association starts with the basics during the orientation process and then gets into deeper knowledge. He stressed the importance of getting buy-in versus consensus among board members: it may be impossible to get consensus, especially from a large, diverse board — but everyone needs to accept the decision of the board as a whole.  

Watch the video replay 

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Does Your Board Not See Eye-To-Eye on Industry Challenges? Here’s What to Do

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Everyone on a board is there for a reason. Whether it’s passion for the association or passion for the industry, everyone on a board should have a reason for being there. When there are so many good intentions in one room, it’s common to see priorities differ from member to member, but it’s important to unite as a board when there is a challenge.

As the state of the world changes faster than ever, industry challenges have become more intense and divisive. If your board is feeling strained because of issues in the industry, follow these tips:

  1. Acknowledge the differences. Nobody gets anywhere if your board members are not heard out. As board chair, you are in charge of guiding your board toward a solution, but with differing opinions, this can be difficult. Be thoughtful and attentive. Give everyone the space to express their view and guide the conversation forward. Balance opinions with the mission of the board.
  2. Consider altering your strategic plan. Strategic plans are essential for planning. Good boards adhere to their strategic plans, but great boards recognize when plans need to be flexible. During the pandemic, successful organizations realized that their strategic plans wouldn’t work and pivoted accordingly.
  3. Watch for conflicts of interest. Boards are made up of different members of the same industry. Situations may arise where one member has more power than others, or different interests, when discussing an industry challenge. Be aware of these factors so that you can equalize the playing field and give everyone an equal voice.
  4. Remember, you can’t fix everything. If, like most associations, you are striving to bring people together, it may seem like you have the weight of the world on your shoulders. While your board does important industry work, remember that you can only do so much. There will always be more to do, and that is okay.

Managing a board in a challenging time can weigh on you as a leader. By learning to be flexible and hear everyone out, you are ensuring a safe environment for your board that will better support your organization. For more advice on board governance, check out our podcast, Associations Next.

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Associations Next: What’s Your Type?

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In this episode, we are joined by board governance expert Michael Wyland of Sumption and Wyland. We discuss assessing your board members to help everyone on your board better communicate and understand each other so you can get things done as a group.

Takeaways:

  1. No personality type is good or bad. Remember, this is simply a tool to use to help your board communicate better rather than a test to see who has a “good” or “bad” personality. Having common language and awareness of our strengths and weaknesses helps everyone understand others better.
  2. This is a simple, but very effective exercise. You can simply have your board take the Myers-Briggs Type Indicator test online and discuss as a group. The beauty is that you can make it as simple or complex as you like, upping your game to more sophisticated tests such as the MBTI, Gregorc, DISC, and Family Systems Theory tests.
  3. Use the information to adapt your communication style to those on your board. Board members are likely to process information in different ways. As a leader, you need to meet your members where they are. If your board member prefers email, use email. If they prefer texts, or phone calls, or Zoom, match their needs.
  4. Every time a board changes its membership, there is an opportunity to change the communication styles of the board overall. Assessing personality types and communication styles is an ongoing process.

 

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Great Expectations: Managing Work Ethic on Your Board

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If you have done your job well as board chair, board members should know what is expected of them. Still, You may find it challenging to encourage your board to deliver on their commitments. In this case, consider the following:

  1. Communicate what you expect and when you expect it. If a board member is responsible for the minutes, you should have a timeline set for when those minutes will be delivered to you and the board. If minutes are not delivered on time, you will be able to refer to previous instructions and communicate clearly that they were not met. This creates clear boundaries for board members.
  2. Assume best intentions when things go wrong. There are many cases of board members not following through for a variety of reasons. A good majority of the time, the member does not intend to harm the board or be neglectful; they’re simply short on time. Approach them with an open mind and ask how you can help keep their responsibilities on track. It is better for you, the board member, and the organization that you lead with empathy, not anger or disappointment.
  3. Stop bad habits. If things are continually late or not being delivered, intervene immediately. Strong boards know what is expected of them and deliver in a timely manner. Build responsibility into the culture of your board and recognize when things are going well. In general, board members want to do a good job, so be sure to recognize the positive.
  4. Be clear about the “why” of deliverables. Knowing the purpose of what you are responsible for makes it more likely that you will deliver it. A board member responsible for minutes may not understand why they are important, but if you explain that they are crucial for planning and agenda-setting, the point of the minutes is clear, and the member understands that they have a real responsibility.

Many board members are volunteers. While it is important to make sure your board stays on track, it may help to give members some grace while also communicating your expectations well. 

You have to wear many different hats as a board chair. You’re a planner, a facilitator, and the first point of contact for your association. To learn more about how to be a great board chair, check out our podcast, Associations Next.

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4 Tips for Better Board Role Clarification

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With a variety of strengths and passions of volunteers on a board, it only makes sense that some traits may cross over and cause confusion. Role confusion not only frustrates board members, but it can slow the efficiency of the board itself. To avoid this, take these actions:

  1. Have clear position descriptions. This includes board members and committee members. Consider what each role needs to accomplish and lay it out in plain language so that the mission is clear and to avoid confusion and overlap in responsibilities.
  2. Review these position descriptions often. Is it time to update your roles to fit a new era in your industry? For instance, maybe you need a communication or technology representative. Make sure your roles are spelled out clearly and are in accordance with your goals as chair.
  3. When there is conflict, involve multiple people. Defusing conflict is tricky, but it helps to have multiple people (including the board chair) there to help manage the situation and make confrontation less intimidating. Three is often a good number for conflict resolution. Bring a peer to help support the member in question and a leader to guide the conversation.
  4. Work backward. Remember your organization’s mission and work back from there to determine how the board needs to function and how the board members need to be involved. Are there committees that could be formed to ease the work of the board? Are there items the board is overlooking? Start with the mission, the heart of your organization, and go from there.

Board conflict happens. It’s not easy, but it can be an opportunity for you and your board to step back and remind yourselves of the shared mission. To learn more, check out our podcast, Associations Next.

Structure

Associations Next: Here Comes a Regular (Structure)

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In this episode, we talk to account executive Arzu Alimohd, who sits down to tell us about the importance of properly structuring your board meetings.

Takeaways:

  1. Start your meetings off on the right foot by outlining what will happen. Have protocols in place if the meeting goes off track, such as a code word or a member tasked with the responsibility to keep the board on track. Holding orientation or training for board members can ensure that all are aligned on priorities and structure.
  2. Be transparent if things have shifted in the agenda. Make it clear that the structure of the meeting is a priority, so if things change, help members understand that this was a thoughtful, intentional change.
  3. Review who is on your board. Do you have enough diversity and representation to have an effective meeting for your organization? When your board is made up of differing voices, your board will be much more thoughtful with issues that come up. There will be disagreement, so be sure to have a culture of respectful conversation.

Listen to the episode: Here Comes a Regular (Structure)

Tense Board

How to Deal with Board Conflict

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It happens. Just about every board will have some form of conflict from time to time. Whether it is two members butting heads or tension with the executive director, resolving conflict is a key skill that a board must develop and execute well. Learn what you should keep in mind when dealing with conflict on a board.

 

  1. Stop blaming others and share the responsibility: It’s easy to try to pass the blame onto someone else, but Board Source stresses the importance of sharing the responsibility of any conflict that arises. Every member should assess what role they may have in the conflict and how they can help solve it. The board is a team, and everyone has a role to play.
  2. Clarify roles: Another great way to move through conflict is to re-clarify everyone’s roles. E. Grant McDonald Explains in Managing Board Conflict that doing this may help solve issues where tasks overlap and cause conflict. This may also help members understand what role they play in the resolution.
  3. Conduct self-assessment: Self-assessments are a great way to get a sense of how everyone is feeling. Mission Box suggests that a simple questionnaire can allow members to reflect on themselves and how they think the board is operating. This may be a great way to get to the root of the issue.
  4. Put your mission at the center of conflict resolution: Board Source explains that it is easy to get lost in individual perspectives. If you find your board in a place of conflict, remember your organization’s mission as you move forward. By centering the mission, you are placing the board and the organization above ego and personal interest and emphasizing a shared interest that should bring everyone back together.
  5. Celebrate conflict resolution: Grant McDonald suggests in Managing Board Conflict that you should celebrate when you move on from a conflict. Grab lunch or go out for happy hour and spend some time socializing and having fun with your board. Taking this time can help strengthen your board’s bond following tension.

 

Conflict is never easy. It may be uncomfortable, but it will ultimately help your board communicate more effectively. When conflict arises, take a breath, and move through it with respect and compassion. It will ultimately help your board be better.

Preparation

How to Prepare for a Board Meeting

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We have all likely experienced being unprepared. You walk into a meeting, having not thoroughly read the materials needed for discussion that day, and spend the time being self-conscious of your lack of knowledge. If you’ve been here, you know this is a terrible feeling.

When you are on a board of directors, you are a leader. Your level of preparedness directly and indirectly sets an example for the whole organization. In this post, we will examine how to make sure you are well prepared for your next board meeting.

  1. Review bylaws: Director Point suggests that you get in the habit of reviewing the bylaws before meetings, whether you are a new board member or not. By knowing and remembering the bylaws, you are both ensuring a successful meeting and setting an example of how to follow them.
  2. Go over the agenda: Summit Executive Resources explains that one of the best places to start preparing for a meeting is with the agenda. Study it, make notes, and have questions ready to go. When board members thoroughly read the agenda ahead of the meeting, it can cut out wasted time reading it during the meeting.
  3. Identify the most pressing issues: You may already have a decent idea of what the most pressing issues are in the organization. Both Sides of the Table recommends writing down the top 3-5 issues, in your opinion. That way, when you enter the board meeting, you are informed and ready to discuss.
  4. Review operations: How do your board meetings operate? Summit Executive Resources explains that you should know the written and unwritten rules of the meetings — things such as whether phones are okay, how long the meetings run, whether they will end on time. Taking stock of items like these will help you be more comfortable and confident in the meeting.
  5. Be rested: This advice is as old as time. While your schedule is surely packed, Director Point explains that it is worth it for you to carve out the time for proper rest the night before a board meeting. Not only does rest keep you engaged, but helps generate more creative thinking during the meeting. It may be easy to let this one slip, but it is just as important as the other items on this list.

Being prepared is an easy way to ensure that you are at your best for your next board meeting. By reviewing materials and the standards for the meetings, you are setting up yourself and your organization for success.

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