The most effective boards are those whose members are willing to commit their time, energy and resources to the mission of the organization. When we think about board effectiveness we tend to focus on outcomes such as clear oversight, fundraising, productive committees, etc. It is important however to look at the dynamics which motivate energized and committed board members.

1. Self fulfilling prophesies.
   
   The Executive Director has a critical role in creating the environment in which the board operates. An Executive Director who regards the board as an impediment to their management, or, as I have heard, “more trouble than they are worth”, is playing a large part in creating boards that are just that.

   Dealing with a board as if it were a dragon we don’t want to disturb can turn it into just that. Is it really a dragon, or is it a large puppy that would love nothing more than to be engaged?

   The Executive Director, on the other hand, who regards the board as sincere supporters of the mission with great potential to help, has gone a long way towards helping them to be, “part of the solution, not part of the problem”

2. Participation on a board best meets the needs of both the organization and the board members when it provides opportunities to meet the members’ needs for:
   
   
   • Meaningful work and engagement
   • Community and affiliation
   • Mastery

   Volunteers join boards because:

   • The mission of the organization is meaningful to them
   • They want to help achieve that mission in community with others.
   • They want to use their skills to advance that mission and to have an opportunity to develop new leadership skills.

   When board participation does not satisfy these needs, board members tend to withdraw or to engage in activities that are not productive or which are driven by their own agendas, e.g., second guessing the Executive Director, “helping” staff to do their jobs better, using their board position to advance personal goals, etc.
   
   Boards that work best are those that demand the most from their members, not the least!

   How is this done?

   • Obtaining board agreement on the expectations of board membership. Every board member must serve actively on at least one committee or task force or take on an individual assignment.
   • Assigning committees and task forces important work with specific deliverables.
   • Defining a specific role/responsibility for each board member
   • Creating a mechanism to monitor committee progress.
   • Establishing a process to evaluate board members and the functioning of the board as a whole.

   While there is no single “right” way for a board to function, the board can discover ways that are best for this board and this organization. So long as the focus is on finding ways to fulfill its governance and support responsibilities, there can be a continuing evolution of board priorities and of systems for board organization.

3. The spirit must be attended to.

   While the board has a special role to play in a nonprofit organization, it is important to remember that, at the end of the day, it is affected and motivated by the same dynamics that influence the performance of any group.

   Board members will do their best work when they are aware of how that work connects with their values. Reflecting on work can be private, but it can also be in conversation with others. When the object of reflection is communal work towards shared goals, reflection is best accomplished with that community.

   Taking the time, as a board, to step back and look at our work reinvigorates that work by reconnecting it with personal values. It also strengthens the connection with board colleagues, by allowing them to see where they share values and by providing an opportunity to appreciate where they differ.

   This reflection can be accomplished at a board meeting by setting aside a few minutes for board members to evaluate the meeting, and more intensively at an annual board retreat.