Build better board meeting agendas

• DOI: http://doi.org/10.1002/ban.30614
• Date: 01 February 2018
• Published date: 01 February 2018

2 Board & Administrator

DOI 10.1002/ban © 2018 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

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From the Board Doctor

Build better board meeting agendas

Once a month, the executive di-

rector and board hold official meet-

ings. Staff time and expertise go into

preparation and planning to ensure

things run smoothly. But do you get

enough out of your meetings?

A good agenda can motivate and add

focus, promote meeting efficiency, and

help you and the board accomplish

more. Here are some suggestions.

• Be specific about the time de-

voted to each agenda item. There’s a

right way and a wrong way to set time

limits. You’ll get better results when

you print the actual time (7–7:05

p.m.), rather than “five minutes.” By

stating the actual time, board mem-

bers are more likely to adhere to it.

One item to watch concerning time

limits on the meeting agenda: Be flex-

ible when necessary. You don’t want

to lose board spontaneity or cut short

a valuable board discussion.

• Streamline the board meeting

agenda. Background materials for

meetings can be thick and intimi-

dating if in print. Consider writing a

cover sheet that points out for board

members which items require action

and which are for information.

• Print the nonprofit’s mission

on each agenda. Print it at either the

top or bottom of the meeting agenda.

This can help focus board members.

Consider putting a copy of the mis-

sion on the wall in the boardroom.

• Prepare presenters. Contact

committee chairs and presenters in

advance of the meeting to give them

a quick heads-up about the expected

tone and tenor of the meeting. If you

expect a busy night, ask them to

keep comments brief.

• Edit the agenda. Don’t allow

agenda overload. Analyze issues in

advance. If you expect a heavy night,

consider holding nonpressing mat-

ters until next month. Also, pace

items strategically, allocating more

time for expected contentious mat-

ters and less for routine business.

• Clearly label items. It seems

almost too simple, but labeling each

agenda item as “information” or

“action” clarifies expectations about

what is required of board members.

• Make use of a consent agen-

da. Using a consent agenda allows

the board to handle a grouping of

routine business with one motion.

It’s a big time-saver.

• Discuss board member agenda

requests. Talk over board member

requests at length prior to the meet-

ing. This gives you a chance to learn

exactly what the board member

wants, and to have a response ready

for all board members. This may also

eliminate agenda requests, because

you can satisfy the board member’s

request prior to the meeting.

• Remember: “Need to know”

is different from “nice to know.”

There are big issues and little issues

on each meeting agenda. By placing

“information-only” items in a group

near the bottom of the agenda, board

members see what requires action

and what doesn’t.

• Remember: Your clients and

staff should have a place on every

agenda. Client stories, or accom-

plishments by those you serve, and

staff demonstrations help remind

board members why they are at the

meeting in the first place.

Sincerely,

Jeff Stratton, Editor

(515) 963-7972;

jeff_stratton@msn.com. ■