This is a rather straightforward proposition. All meetings should be framed by an agenda. Wherever possible, status or committee reports can be forwarded prior to convening so discussions aren’t in the weeds. More importantly, ensure your meeting has a defined purpose, or clarity regarding the goals you’d like to sketch out and achieve. If there are minutes or notes, provide them ahead of time so board members have an opportunity to review and come prepared with input or questions. Allot specific time frames for each item so tangential straying doesn’t compromise what should be a strategic session. Don’t be afraid to firmly but gently redirect discussion back on course. Last but certainly not least, start and end on time – and prepare a parking lot list for matters which can be tabled for another time.
Now that we’re all nodding in agreement about these tenets, why are we simultaneously recalling occurrences where members arrived late or not at all; came unprepared; commandeered meetings; allowed them to devolve into gelatinous blobs of pseudo-purpose; or simply had no bloody idea why we were even meeting?
If you’re a board chair who has allowed this to occur, tighten your belt and exhibit some leadership by bringing these basics back into the fold. Failure to do so indicates a lack of respect for the time and commitment of your board members, and can lead to decisions on their part to avoid or minimise future attendance. And of course, if you’re that ill-prepared, domineering, pontificating, or late/no-show member, the message you send is you’re more important than other directors. Further, your blasé attitude can become infectious, thereby jeopardising overall board and mission effectiveness.
In all cases, airing out underlying grievances or issues can pave the way for productive, inclusive, and engaged meetings.
--From "How to Avoid the Pitfalls of Nonprofit Hell"
Now that we’re all nodding in agreement about these tenets, why are we simultaneously recalling occurrences where members arrived late or not at all; came unprepared; commandeered meetings; allowed them to devolve into gelatinous blobs of pseudo-purpose; or simply had no bloody idea why we were even meeting?
If you’re a board chair who has allowed this to occur, tighten your belt and exhibit some leadership by bringing these basics back into the fold. Failure to do so indicates a lack of respect for the time and commitment of your board members, and can lead to decisions on their part to avoid or minimise future attendance. And of course, if you’re that ill-prepared, domineering, pontificating, or late/no-show member, the message you send is you’re more important than other directors. Further, your blasé attitude can become infectious, thereby jeopardising overall board and mission effectiveness.
In all cases, airing out underlying grievances or issues can pave the way for productive, inclusive, and engaged meetings.
--From "How to Avoid the Pitfalls of Nonprofit Hell"
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