Practicing Effective Board Governance

Chances are, you’ve heard this quote before: “We are what we repeatedly do. Excellence is not an act, but a habit.”
It’s a quote that is often associated with sports (and just as often misattributed to Aristotle instead of its original author Will Durant, but that’s beside the point). If you ask any elite athlete, they’ll tell you that this insight is absolutely true! The continual practice of their skills, attitude, knowledge, and commitment to excellence are big drivers to success in their sport.

Having worked extensively in nonprofit leadership over my career, I have seen this apply to boards as well. I believe if you ask any effective nonprofit board, they too will say their ongoing practice of skills, attitude, knowledge, and commitment are the keys to good board governance, which helps to make their organizations great.  

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​Prioritizing Practice
At the heart of an effective board and exceptional board membership is intention. And, like anything you want to be excellent at, it requires intentional practice. A one-time board training session does not make for instant improvement in board development goals. Unless you (individually) and the board (collectively) are intentionally applying the training lessons on an ongoing basis they won’t become a habit, which means they won’t be effective.

Previous articles we’ve written have outlined what good board governance is and is not:

• How to Avoid Board Governance Mistakes: Part 1
• How to Avoid Board Governance Mistakes: Part 2

And while these are certainly helpful resources, they speak to the practice of board governance.  But what we need to remember is that in addition to the practice, there is the practicing or “the repeatedly doing” that shapes better habits around effective board governance, which can be incredibly transformational.

How to Practice
What does creating good habits around board governance look like? Below is a chart, adapted from The Writer’s Practice by John Warner, that breaks it down into four areas: Soft Skills, Attitude, Knowledge, and Commitment.  

​These elements can be exercised across the board as well as by individual board members in the following ways:

• Soft Skills are the soft side of the member responsibilities and that which we hone by repeatedly reflecting, adjusting, and doing.
• Attitude is what we naturally bring or learn to modify within ourselves to meet the work at hand.
• Knowledge encompasses our existing talents and commitment to continuous learning to improve our experiences and abilities in specific areas of expertise.
• Commitment, like attitude, comes from within and is fed by finding enjoyment in board work and with those who join us around the table.

Board Member Development
Some keys to building better habits towards effective governance include:

• Conducting Bi-annually or Quarterly Training – Incorporate board education training or workshops into your board meetings. Participate fully in these trainings. Apply what you learn and hold each other accountable to the application.
• Having Generative Discussions – Incorporate generative discussion items into every board agenda. Use question prompts to support the discussion, such as “Dream a little about the ultimate impact you want to see for the organization.” Take the time to learn about trends and gaps in the sector you serve. Look for ways to turn an external challenge into a programmatic opportunity to fill a gap in community need. 
• Working Small – Take small actions as individual board members towards better board service. Such activities may include speaking about the agency at your next Rotary meeting, meeting with an agency participant who has directly benefited from the organization’s program, expressing an appreciation to the ED or other staff, filling a table for an event or identifying a sponsor, or telling one friend or work colleague about the organization and how it serves the community.
• Doing Self-Evaluations – Participate in a board self-evaluation survey offering constructive feedback and ideas for continuous board governance improvement. Also, be open to constructive feedback about your own board service.

These are just a few ways to approach the “doing” aspect of effective board governance.

The ED/Board Chair Relationship
The process of practicing good governance is a journey. It requires intentional onboarding so new board members are engaged in it. It also requires effective transition planning for board officers and committee chairs, so these directors understand what is expected of them in their roles. This is where the ED and Board Chair lead the way.

A mutually respectful and trusting ED and Board Chair relationship is at the heart of shared governance and a board culture of continuous learning and doing. And this relationship also requires practice!

 So, what does practicing look like for a strong ED/Board Chair relationship? It’s the intentionality of:

• Setting expectations both ways on roles and responsibilities.
• Putting aside personal agendas and committing to the shared mission at hand.
• Creating space for open dialogue and communication, and really listening.
• Holding each other accountable to plans and commitments.
• Managing and cultivating a relationship as you would with others who are important in your life.

​Remember, board work is noble work. At its essence, a board is about good people working together around a shared belief to advance common good for the betterment of the communities it serves. But being an effective board doesn’t just happen. You need to practice at it – hone the skills, check the attitude, employ the knowledge, and be persistent in achieving goals. Practicing for effective governance can be habit-forming, and that’s a great thing for the organization you serve!

If your organization needs board advisory services, we can help! Our team helps nonprofit boards operate well to lead their organizations better. The result is a more effective organization that can successfully further its mission in the communities it serves. Reach out to us to find out how we can help your organization grow and evolve!

About the Author
Liz Swanson – Senior Associate, The Valtas Group

​Liz is a nonprofit professional, consultant, leader, and educator who has been serving and advancing mission-driven organizations for over 30 years. Her experiences as an Executive Director, Interim Executive Director, Development Director, Board President, and Non-Profit Consultant at a wide range of nonprofits has given her a unique perspective of the ins and outs of organizations and the challenges nonprofit leaders face. Liz is passionate about all things nonprofit and helping organizations achieve their goals towards long-term success.

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