Key on ‘open and honest’ communication with board

• Date: 01 April 2018
• Published date: 01 April 2018
• DOI: http://doi.org/10.1002/ban.30668

April 2018 • Volume 34 Number 8 5

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

Look for these characteristics

in the board’s next chair

The board chair is the board’s manager. It takes

a fairly unique skill set to oversee the board and

see that meetings are well-run and efficient.

When looking for the board’s next chair, the

administrator and board members should try to

find someone who is a:

• Manager. Will conduct effective meetings

and work with others.

• Organizer. Can coordinate materials and

work out meeting agendas.

• Communicator. Can facilitate communica-

tion between board members, and between the

board and executive director.

• Decision-maker. Will help the board by

presenting information and ensuring issues are

discussed thoroughly.

• Motivator. Will get all board members to

contribute their viewpoints and expertise, and

encourage participation in and outside of the

boardroom.

• Listener. Will listen to the executive di-

rector and board member comments and per-

spectives, and will develop and analyze recom-

mendations.

• Planner. Can manage the board’s annual

calendar of governance activities.

• Leader. Will be involved in promoting the

organization in the community. ■

Key on ‘open and honest’ communication

with board

For Executive Director Keith Milsark (Portland,

Oregon), the number-one key to a great work-

ing relationship with a board is open and honest

communication.

“For my part, I do a written report to all

board members monthly, letting them know of

various issues that are going on with the com-

munity,” said Milsark. “I always include the lat-

est financial information, occupancy rate and

anything else that I feel they need to know.”

In his monthly report, Milsark also tells the

board about any large purchases the organiza-

tion may need to make, and anything that would

require board approval at the next quarterly

meeting, he said.

“I also meet with the chairman in person three

or four times a month,” said Milsark.

If important issues come up between board

reports, Milsark emails the board members with

the pertinent information.

“The months we have board meetings, all de-

partment heads do a written report, and those re-

ports, along with the agenda, comprise the board

packet,” he said. “I also email monthly financial

reports to all board members.”

Trust is also vital to an effective relationship

with a board, Milsark said. “Beyond communica-

tion, an atmosphere of trust between the board and

the CEO is absolutely essential,” he said. “And a

knowledge of where their responsibilities end and

mine begin is very helpful. Thank you for including

that in Board & Administrator frequently.” ■

Give me a phone call!

I am always here on the Board Issues Hotline,

willing and able to help you with any board prob-

lems you may be facing.

Whether it’s recruiting challenges in a tough

board-recruitment market or new board members

who just don’t understand their role, give me a call.

I can be reached at 515.963.7972 or jeff_

stratton@msn.com.

Thank you,

Jeff Stratton ■