Evaluation of executive director has a foundation

• Date: 01 October 2017
• DOI: http://doi.org/10.1002/ban.30554
• Published date: 01 October 2017

B&A For Board Members

DOI 10.1002/ban © 2017 Wiley Periodicals, Inc., A Wiley Company • All rights reserved

Consensus checklist

When board members go along with the major-

ity but secretly have some doubts about a board

decision, the board should be wary. The board

should achieve full consensus to make the best

decisions for the organization.

Ask your board members which statements ap-

ply to them:

• I can say “yes” to this decision without hesi-

tation.

• I guess the decision is acceptable.

• I can live with the decision but without much

enthusiasm.

• I don’t fully agree, but I won’t block the decision.

• I don’t agree with the decision and want to

pursue other options.

If board members agree to one of the first three

statements, the team has likely made a consensus

decision. ■

How do you measure up as a governing body?

An effective governing board should be able to

answer “yes” to the following:

• Our board members understand their prima-

ry role as policymakers and delegate day-to-day

management to the executive director.

• Our board takes time to brainstorm about

the future of the organization.

• Our board monitors our financial situation

responsibly by approving the budget, monitoring

monthly financial reports and having an annual

audit.

• Our board recognizes its responsibility to the

CEO and therefore conducts an annual perfor-

mance appraisal. ■

Evaluation of executive director

has a foundation

A successful evaluation of your executive direc-

tor is built on these six foundations:

1. It is consistent. It occurs each year, and the

process doesn’t change when the board’s member-

ship changes.

2. It is professional. The process and evaluation

document have been mutually agreed upon and

encourage high standards.

3. It is objective. The process and evaluation

document invite objectivity.

4. It is immune from agendas. Whether or not a

board member has an ax to grind never becomes

an issue during the administrator’s appraisal. The

board agrees to this in advance.

5. It has respect for the executive director’s

position.

6. It is viewed as a tool for improving the organi-

zation. ■

CEO serves as the board’s meeting resource

Most board leaders will tell you that one of the

most important people at a board meeting is your

executive director. He or she knows your organiza-

tion inside and out, and can offer valuable insights

to help the board work effectively.

Take advantage of your CEO when preparing

for meetings as well. If you have questions after

reviewing your agenda material, call the adminis-

trator before the meeting to get answers.

When board member questions about agenda

items are answered prior to the meeting, the ac-

tual meeting goes much quicker. ■