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December 19, 2008
Important boardroom tools
Key are proper organization, clear roles, good communication.
CYNTHIA RAMSAY
Have you ever been in a meeting and started to drift off? Have you ever been on a committee and watched helplessly as one bullying member takes over the decision-making process? Have you ever been frustrated about how your synagogue or favorite charity board is run? For all of these cases – and many more – there is one book that can help.
Eli Mina is a board effectiveness consultant. He is an expert on meeting procedures or rules of order (i.e. he's a registered parliamentarian). He leads mentoring, coaching and training programs. And he is the author of numerous articles and three books, including his recently released 101 Boardroom Problems (And How to Solve Them) (Amacom).
"The book has been out for a few weeks now and the feedback on it has been tremendous," Mina told the Independent. He gave as an example an excerpt from one reader's e-mail: "Just want you to know that my superintendent says that Appendix B is worth its weight in gold! He says it is absolutely the best, clearest, most well thought out document he has ever seen on the subject. (And he loves the rest of the book too, as do I!)"
The book was written for boards of profit and nonprofit organizations, councils (municipal or others) and other governing bodies, explained Mina. "Having said that, the content can be used in any group decision-making situation, including committees, staff meetings, or even family gatherings. For example, the idea of creating a safe environment in such gatherings, so people do not hold back significant information for fear of angering someone with a 'short fuse.' (This can lead to real problems and flawed decisions, due to individuals feeling stifled and unable to share significant information)."
Mina said he has given board effectiveness sessions to several local and national Jewish organizations, although he wouldn't discuss specific client situations. In general, he noted, common board problems include "talkers dominat[ing] discussions, while thinkers (with their knowledge) are left behind; defensiveness to new ideas; being driven by fear and emotion; preoccupation with financial or material values, etc."
101 Boardroom Problems is divided into 10 chapters, starting with foundational issues, such as flawed sense of direction, structural issues and an unethical culture, said Mina. "The book then progresses to problems with individual board members, the board chair, the board collectively and board meetings. Then it examines flawed interactions with management, and then flawed interactions with the community that the board serves (e.g. membership, citizens, shareholders)."
Mina had several recommendations for anyone who may be considering starting up an organization.
"Anyone starting a new board should spend some time and thought in constructing a solid and durable foundation for effective decision-making," explained Mina. "Components of this foundation include:
"1. Establishing a clear and compelling sense of purpose, embraced by all players, including each board member, management and the community that the board serves. Specifics include a relevant and compelling mission statement, a vision of a perfect organization and a strategic plan (broken into manageable components, with schedules) to lead the organization to its envisioned ideal place in society.
"2. Choosing the right members for the board, based on skill, knowledge, commitment levels and ability to work as constructive and engaged partners in a team environment.
"3. Providing training, orientation and subsequent updates to board members, to ensure they have the knowledge, skills and confidence to make significant decisions for the organization.
"4. Establishing clear and logical roles and responsibilities for board members, as well as expectations (to speak up, but also to genuinely listen and learn from their colleagues and from management) and a code of conduct (consistent attendance, preparation for meetings, placing the organization's interests ahead of others', disclosing conflicts of interest in a timely manner, keeping confidentiality, etc.).
"5. Scheduling regular evaluations and feedback for the board collectively, for each member, for the board chair, for management and for meetings. Feedback is the lifeblood of a well-functioning board and organization. It should be treated as a gift: 'Greet a complaint with the same enthusiasm that you would greet a compliment.' "
101 Boardroom Problems is very easy to read and, perhaps surprisingly, it's quite interesting. While the focus is obviously on improving dysfunctional boards, there is a lot of information in it that could improve dysfunctional (or troubled) personal relationships. Good communication is not just beneficial in the boardroom, after all.
As Mina noted, the book "is bound to provoke thinking and self-examination, as many of the dysfunctions are what people consider normal and acceptable behaviors. It should be read by every board member."
He continued, "The book can be seen to be a 'medicine book' for boards. As a significant bonus, the appendices include a board audit, as well as powerful evaluation tools, which can help you build an organizational 'immune system,' one that diminishes the likelihood of dysfunctions."
For more information about Mina, his ideas, publications and workshops, visit www.elimina.com.
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