# Tip 1: Pay attention to how your board is formed
Having the right members in the right roles at the right time, search doing the right things. Are your board members committed to their role? Do they understand their responsibilities? Are they passionate about your cause? At the recruitment stage are you able to establish how much your new board members can take on? Do you encourage diversity of perspectives, cialis experiences and views?
# Tip 2: Manage your meetings
Having a consistent agenda can frame the quality of your meeting. Managing your agenda can support board members as they assess the nature of decisions they need to make. Adequacy of preparation before the meeting both on the part of those attending and those designing the meeting can make all of the difference. Periodically break up your meetings by having small group discussions and coming back to have more robust deliberations on a strategic theme.
# Tip 3: The Chair sets the tone
The quality of the Chair’s leadership shapes the governance of the organisation. An active chair knows the strength of the board and adequately utilises the skills and perspectives of the various board members. When we surveyed board members for our ”Governing intention” project, cialis board members told us that they valued meetings where participants did not talk over each other. Instead everyone gets a turn to speak and the Chair ensures that no one’s contribution is lost.
# Tip 4: Meet in between board meetings
Engaging board members in between board meetings has a productive effect. Board members are energised by getting involved in working parties, sitting on subcommittees, going for field visits and enabling them to understand the context in which they are governing. Team building at away days encourages robust relationships by helping board members to get to know each other in a less formal environment.
# Tip 5: Pay attention to the key relationship between the Chief Executive and the Board
A healthy relationship between the Chief Executive and the board engenders trust and confidence. The board and the Chief Executive ensure that the appropriate culture is in place. In our Governing with Intent project, Chief Executives told us that they spent between 15%-20% of their time supporting the governance of the organisation – an investment that yielded fruitful dividends.
#Tip 6: Review the governance of your organisation – ensure it is fit for purpose
Sometimes it is crucial to slow down to speed up. Periodically stop and assess your board’s performance. Ensuring that your organisation and the board that governs it is a learning environment adds value to the quality of your governance. What are the lessons you are learning? What could you do differently? What are the milestones for celebration?
Posted on 17/11/2015 in BWB PublicationsBack to Knowledge