Summary of “Called to Serve : Creating and Nurturing the Effective Board”
by Max De Pree, Eerdmans, 2001.
THE MARKS OF AN EFFECTIVE BOARD
De Pree begins his book by stating what he counts to be the 11 marks of an effective board. These are
1. An effective board has a mission statement : he explains this as a statement that defines what the process, diversity and orthodoxy of the group is. Something that also defines how to behave in the group - possibly what we would call the "bylaws" of the board. His definition however does not seem to be sufficiently focused or clear, so if I could be allowed a measure of interpretation - I understand him to be saying that the group needs to define it's own mission within the larger mission of the organization, and to have a "(board) mission beyond the (organizational) mission".
If this is indeed what he means, then it would raise several questions for us - do we know what the mission of the elders court is? Is it clearly understood by all members and the larger constituency of church members? If so, how can this mission be broken down into 'bite-sized' chunks that we can evaluate? What marks the "end" of our mission?
2. An effective board nurtures strong personal relationships : While board structure, mission, agenda and efficiency are all important, De Pree states that in his understanding, the quality of personal relationships on the board is in fact much more important for the efficient running of the board.
3. An effective board stays in touch with it's world : where 'world' is whatever constituency of people it serves. Any board in fact has several 'constituencies' at any one time (in our case youth, children, women, young adults and men). I have read elsewhere that a board should not be formed out of representative members of these different constituencies as they tend to have a private agenda that often compromises their objectivity. De Pree's point however is that whatever the world, the board must stay in touch with it.
If this is the case, how well do we stay in touch with our world - the congregation?
De Pree also makes the point that he is a firm believer that the management should be invited into the boards world, but that the board should not enter into the managements world.
4. An effective board does very good planning : by asking the question "What are the far-reaching implications of our planning?". There is also need to ask the question "What are the consequences and how are we taking charge of those consequences?"
5. An effective board gives itself competent and inspirational leadership : the board needs to be constituted of people who have vision and drive - not people who have just the time and standing.
6. An effective board works seriously at the growth, needs, and potential of its members : to invest in these is to invest in the quality of leaders one has.
7. An effective board provides to the institution - wisdom, wealth, work and witness. Wisdom is the collective ability to make good judgments; wealth is the need for the board members to assist in the funding of the institution , either thru fundraising through their networks, or thru their personal wealth; work is the willingness to meet and accomplish goals on behalf of the organization; and witness is the credibility they lend the institution thru their own personal credibility, their testimony of the institution and their willingness to represent the institution publicly.
8. An effective board clearly understands what it's responsibility is : responsibility to the different constituents of the institution and to the overall vision and mission of the organization.
9. An effective board decides what it will measure and does it :it measures the effectiveness of it's executive, and measures it's own effectiveness.
10. An effective board plans time for reflection.
11. An effective board says thanks. – thank you to it's members, to those who have finished their term, and to those who have been part and parcel of the boards success.
THE WORK OF THE BOARD
De Pree states that the board, in his estimation, has 2 main responsibilities : To be future oriented by casting a vision and holding the institution true to that vision in terms of it's goals, philosophy, policies and values. And secondly to evaluate the work of it's president, and thru the president, the senior team.
To be able to do this well, he suggests that the board form several sub-committees to oversee some of the research and work that needs to be done prior to each board meeting. Such subcommittees help in 3 ways (a) they have opportunity to focus and become competent in certain matters (b) they serve as learning places for members when rotation is employed (c) they save the board time.
Subcommittees are actually dealt with in the next chapter, but I will summarize his thots here. These are the essential subcommittees he suggests
(a) The Executive Committee : acts on behalf of the board in-between meetings. It's decisions do not supersede those of the board.
(b) The Finance Committee :
(c) The Financial Audit Committee : deals with the auditors and the appointment of the auditor.
(d) The Program Review Committee - or what we might call an effectiveness committee to see how effective the organization is in terms of it's different constituents.
(e) The Trustee Affairs Committee : who help the board in it's self perpetuation, selection of prospective members, interviews, orientation, training, etc.
BOARD STRUCTURE
De Pree begins his thots on this matter by stating again the while board structure is good, the real crucial issue is not structure but the quality of relationships on the board. Secondly he notes that a board can only be as efficient and effective as the management team allow it to be. If the management team does not facilitate the boards success, then the board cannot rise up to it's challenge. For this reason, he suggests that the management team should always err by over communicating with the board; and should allow the board sufficient opportunity to interact with important issues before final decisions are made.
On board structure the framework he suggests has 3 main parts - resources; programs and guidelines
Resources include people resources - selection, nurture and assignment of the people resources in the organization. Secondly they include financial enabling - finding and dispensing money with integrity and competence. Thirdly resources also include management of the assets of the organization to the greatest effect.
Programs : from the perspective of the board, it needs to communicate what programs will be monitored in the organization, and what will not.
On guidelines, the board sets the policies in place that will ensure coherence between the vision and the mission of the organization, and the way strategic planning is developed to ensure this.
THE WORK OF THE BOARD CHAIRMAN
2 chapters in the book cover this topic, and it is a little confusing to know which chapter supersedes the other and how the two relate as each sets out to state the primary role of the chair. I will therefore collapse the two chapters into one list
1. A Chairperson chairs the board meeting! The CEO is an important resource person but the chair chairs. Chairing means
(a) designing the agenda
(b) giving leadership to devotional bond-making in the group
(c) Managing the board time
(d) maintaining an appropriate focus
(e) Sensing mood and responses
(f) gauging and harnessing the energy levels of the team
(g) analyzing and restating the discussion at hand to bring clarity and progress
(h) calling for a decision at the appropriate time after discussion
(i) following up decisions with action points
(j) ensuring progress reports/feedback is submitted at the appropriate time after the decision.
2. A Chairperson also establishes a strong covenant with the CEO, and commits to his success. This means they must be available and must work together closely.
3. A Chairperson builds trust in the board - their role is key towards this purpose. Part of trust building is ensuring that the members are heard out - even when it means drawing out the quiet members.
4. A Chairperson ensures that new members are adequately oriented and prepared for their role.
5. A Chairperson must be diligent to say thank-you
6. A Chairperson holds the group accountable.
7. A Chairperson builds community
8. A Chairperson ensures good communication - on minutes, issues, expectations, etc.
9. Finally a chairperson practices hospitality - giving attention to details of place, setting, comfort, paper, room arrangement, etc.
WHAT A BOARD MEMBER PROMISES
Board members must take their responsibility on the board seriously. There are 5 ways a board member can show the seriousness of their commitment to the responsibility entrusted on them
1. Faithfulness and commitment to the organization and what it stands for : This begins by understanding the mission statement, accepting it and being an advocate for it. This also includes a commitment to uphold and support the organizations values. It also means that we be accountable to arrive at meetings on time, arrive prepared, contribute to the discussions (ie - lend our strengths) and finally speak a good word about this work.
2. Secondly a board member should decide what their unique gift to the organization will be. "What is my purpose here. What unique contribution do I bring, and how will this organization be furthered in it's work and goals as a result of my having served on the board?"
3. A Board member also needs to establish strong, covenantal relationships with other board members. Covenantal relationships include shared values, beliefs, commitments and promises. It means that the members are valuable to each other and will deal with conflicts from the stance of a deep commitment and love for each other.
I could not agree with De Pree more. Few other books I have read on boards actually deal with this aspect of the board. Most assume there is a job to get done - fullstop!
4. A Board member should become an institutional advocate with 2 commitments - a commitment to the success of the institution; a commitment to the success of the leader of the board. Sometimes the institution holds policies that the individual does not fully agree with, but this is true for many arena's of life and the board member should accept the tension in as much as it does not compromise in his/her/their integrity.
5. A board member should work to establish pertinent and compassionate ways to measure what matters. Asking oneself questions like Do I bring health to this institution? Am I in sync personally with the mission statement? Am I informed enough to make knowledgeable decisions? Am I informed enough to be a spokesman? Do I contribute enough to capital campaigns? Who can be honest with me about my performance and contribution? Do I separate myself (ego) enough from the issues?
WHAT THE BOARD OWES THE CEO
Having appointed a CEO to act on behalf of the board, De Pree suggests that the board owes him the following
1. A Mandate - a clear statement of intentions, mission and strategy. A clear statement of expectations and performance review. De Pree states that he prefers a statement of expectations instead of a Job Description as the latter may be somewhat restrictive and limiting. Some jobs too are very difficult to nail down, and may be better expressed by stating the end result and leaving means and strategies to the employee. This way it is also easier to evaluate.
2. The board also owes the CEO trust, just as the CEO owes the whole organization trust. But trust doesn't just happen - trust requires respect, trust multiplies with truth, trust requires moral integrity, trust requires competency and noble choices.
3. The board also owes the CEO space - space to take risks, space to make decisions, space to be innovative, space to make mistakes, space to get the job done (ie - his schedule is not crowded by demands and expectations that derail him), and space to grow.
4. Finally the board owes the CEO care - care for the CEO's family, care in terms of love, encouragement, support and friendship. Care about retirement, about the spouse traveling with the CEO, care for life (that he doesn't work himself to death)and care to be mentored.
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