Thirty Years as a Board Member ... some lessons learned
Serving on boards has been a way of life for me for the past thirty years. During countless hours around board tables, I’ve experienced every type of emotion possible, from deep gratitude, thankfulness, satisfaction, joy and encouragement to disappointment, shock, anger, self doubt and disbelief. Perhaps you have shared some of these same emotions as you currently serve on your Christian school’s board or one of its committees.
I’ve had the privilege (and still do) of serving on several different boards during my career in Christian education. Each experience has taught and continues to teach me much about what it means to be an effective board member. I trust I’m getting better at it. During fifteen years as a school administrator I served on our local Christian school board. As Executive Director I currently serve on the Board of the Society of Christian Schools in BC (SCSBC), Christian Schools International (CSI) and Christian Schools Canada (CSC). I also represent SCSBC on the Federation of Independent School Associations (FISA) Board. Previously I’ve served on the board of a Christian college, a Christian teacher’s association, and a national charity. Some would say I’ve become a student of how boards work.
It’s been fascinating to experience first hand how the eight different boards I’ve served on orient and train their new board members. For some boards it is a very intentional, well-paced, thoughtful, and inspiring process, and for other boards orientation and training is virtually non-existent.
Lesson # 1 • A commitment to careful board orientation and ongoing board training is invaluable. Proper board orientation and training not only increases the speed in which new board members feel fully engaged and increase their effectiveness, it sends a strong message that you value board members and want to do everything that you as an organization can do to empower them to serve better.
Lesson # 2 • Healthy boards conduct annual self-evaluations of each board member. Some Boards conduct annual self-evaluations to measure performance of Board members, and other Boards tolerate on-going unacceptable behavior of board members. Sadly, I have observed the damage that a breach of confidentiality can cause within an organization. Board members must be held accountable for the responsibilities they accept upon becoming board members. “Sizing up your performance as a board enables the board to measure progress against the past and continually focus on areas for growth. At the same time, your actions demonstrate to staff that you expect everyone to focus on personal and organizational growth.”1
Lesson # 3 • Boards should deliberate with many voices but only speak with one voice. I’ve also come to realize that it is difficult for some board members to understand the difference between "deliberating with many voices" and "speaking with one voice." A healthy board is not afraid to discuss tough issues, deliberate vigorously in many voices, and consider seemingly dissenting opinion prior to making a board decision. However, once the board has made a decision, it remains incumbent on all board members to “speak with one voice.” Even if you were the one dissenting vote, once the board decision has been made, all board members must publically support the decision. It is counter-productive, unethical and damaging for an individual board member to undermine a board’s decision. If a board member in good conscience cannot ultimately support a board decision, it’s best for that board member to resign from the board.
Lesson # 4 • When making decisions, each board member must put the interests of the entire school above all else. Albeit rarely, I have observed board and committee members try to use their position of influence on the board or a committee to advance their own personal agenda. A board member who owns the construction company that wants to build the addition on the school or the financial planner on the development committee that advances the sale of a particular financial product or service that is connected with their company is clearly in a conflict of interest. But what about the less obvious conflict of interest and disclosure that may take place?
Most Christian schools desires to have all their parents and members (supporters) involved in the school. However, in the areas of board and committee leadership, there may arise situations of perceived and real conflict of interest or need for disclosure. To ensure a healthy school community where issues of conflict of interest may arise, it is assumed that persons who place themselves into such a situation voluntarily declare their conflict of interest, provide appropriate disclosure, and/or step aside or accept the board wisdom should this happen. 2
Lesson # 5 • There must be a clear delineation of duties between the principal and the board. In the absence of clearly defined lines of responsibility, there is an increased danger that boards may have the tendency to micro-manage. Conversely, principals should not operate within the realm of board governance and administer a school policy differently than the school board intended. Both situations may be equally problematic.
Lesson # 6 • The board must ensure that the organization they govern remains true to its stated mission and desired vision for the future. Some boards refer to their board members as just that, members. Others refer to board members as directors and still others trustees. Although all are technically correct, I prefer the term "trustee" because it best captures what a board must ultimately do, namely hold the organization’s mission and vision "in trust." Boards must ensure that the administration and staff that it appoints and the policies and procedures that it establishes and governs by all seek to advance the school’s mission.
One board on which I currently serve has adopted the following operational values which it expects all of its board members to follow in fulfilling their call to advance and support the mission and vision of the organization. With permission, I’ve adapted these values so that they can easily be adopted by a Christian school board. How would your board experience change if your school board adopted and implemented the following operational values?
Operational values we expect from our board trustees:
1. We govern in constructive partnership with the principal/superintendent recognizing that the effectiveness of the board and the principal are interdependent.
2. We shape and uphold our Christian school's mission. We articulate a compelling vision to ensure congruence between decisions and core values.
3. We allocate time to what matters most and continuously engage in strategic thinking to hone the Christian school's direction.
4. We institutionalize a culture of inquiry, mutual respect, and constructive debate that leads to sound and shared decision making.
5. We are independent minded. When making decisions, we put the interest of the Christian school above all else.
6. We promote an ethos of transparency by ensuring that donors, stakeholders, and interested members of the public have access to appropriate and accurate information regarding finances, operations, and results.
7. We promote strong ethical values and disciplined compliance by establishing appropriate mechanisms for active oversight.
8. We link bold visions and ambitious plans to financial support, expertise and networks of influence.
9. We measure our Christian school's advancement towards mission and evaluate the performance of major programs and services.
10. We intentionally structure ourselves to fulfill essential governance duties and support organizational priorities.
11. We embrace the qualities of a continuous learning organization, evaluating our own performance and assessing the value that each of us adds to the organization.
12. We energize ourselves through planned turnovers, thoughtful recruitment, and inclusiveness.3
I wonder… would the way your current school board operates change significantly if your board expected these operational values from you and your fellow trustees?
For me, serving on such a board has been a time of professionally growth, personal challenge, deep joy and significant reward. I wouldn’t want it any other way! I hope you don’t either!
1 Board Evaluations Promote Excellence, by Mary Lynn McPherson, STRIVE, March 2010
2 SCSBC Conflict of Interest and Disclosure Policy for School Board and Committee Members, May 2006
3 Adopted from the CSI Board Operational Values, 2008
