Board Effectiveness

Getting a Large Board on the Fast Track to High Performance

Situation

It’s usually a positive sign when your board recognizes they need to improve to be high performing. However, like many intentions, the devil is in the details. Recognizing the need to change and knowing how to do it are two different things. Because this type of work was new to this very large board, they decided to seek outside guidance and Quinn Strategy Group was engaged to help them design a customized board performance evaluation tool and process. Given where the board was in terms of engagement and performance, we knew we needed to approach the project in a way that would demonstrate the relevancy, efficacy and value of the tool and process we were contracted to develop.

Action

Knowing that we needed the resulting evaluation tool and process to be highly tailored, we worked closely with the governance committee to identify areas for inclusion that would be most relevant to the board’s work and increase its value to the organization. We were then able to demonstrate to the larger board that the evaluation tool and process we developed not only applied best-practice thinking, but was also uniquely designed to address their specific needs. Our goal was to demonstrate evidence showing an increase in the board’s impact and a deeper understanding of roles and expectations. Our process established a high level of trust in the evaluation tool and process, which in turn increased the board’s commitment and resulted in members being far more candid during their evaluations. When we observed how much the total effort had re-energized board members and brought them together as a significantly stronger team, we also recommended that the board participate in additional development activities throughout the year. They immediately recognized the value of doing that and they created a new board meeting calendar that included development topics as a regular and ongoing aspect of the board’s work.

Impact

In follow up meetings with the board, members not only reported increased engagement and significant knowledge gains, but also a more cohesive governing board. Most importantly, board members are now eager to continue to develop themselves as individuals and increase their personal and collective knowledge in service of being a more effective governing body for the organization they serve.

Board effectiveness can be an elusive concept. When you’re on a board that’s working away you can sometimes get a glimpse of it, you can feel it, but you find you never really get there. Achieving board effectiveness without the right plan can often be a journey without an end.

Ann Quinn

410-458-2600

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