Process for orientation builds a self‐correcting board

• DOI: http://doi.org/10.1002/ban.30600
• Published date: 01 January 2018
• Date: 01 January 2018

January 2018 • Volume 34, Number 5 3

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

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Process for orientation builds

a self-correcting board

Wouldn’t it be great to have a

board that fixes it’s own role prob-

lems? Here’s how to develop that:

Executive Director Robert Benes

(bob.benes@lakesandpines.org) said

process is important in the orienta-

tion of new board members to the

nonprofit, what it does and board

service.

This process helps create a “self-

correcting board” concept, whereby

the board’s leaders nip undesirable

board behavior (such as role confu-

sion) in the bud before it gets out of

control.

“Because of the nature of our

business and how the board is

seated, there are times new board

members have no idea of what we do

here,” Benes said.

During orientation, new board

members are provided with a flow-

chart of the organization, a chart of

accounts, information about fellow

board members, the organization’s

bylaws and a quick,easy-to-read

book about how to sit on a board.

“This information explains what we

do and how we do it,” Benes said.

Benes makes appointments to see

his new members and then meets

and delivers the orientation packet

prior to their first board meeting. It’s

a chance for him to meet his new

“boss,” and for the new member to

meet him as well.

At this meeting, Benes reviews

nuts-and-bolts information about

the organization (such as size of the

organization and staff, budget and

staff responsibilities).

Most new board members are very

appreciative of this type of informa-

tion, Benes said. “Our board by its

nature has a third of members who

are very comfortable in the board

setting, one-third who are not com-

fortable and one-third who are mix-

and-match,” Benes said.

Benes said this meeting can run

from 45 minutes to an hour-and-a-

half depending on the comfort level

of the new trustee with the mate-

rial and if they have past board

experience.

“My board has become self-

correcting in the area of who does

what,” Benes said. This is because

board members have been oriented

to board service and therefore un-

derstand who does what, he said.

The board will hash it out internally

when issues surrounding roles come

up, Benes said.

B&A also helps reinforce roles and

in creating a self-correcting board.

“Board & Administrator is a valu-

able resource on roles and respon-

sibilities because it harps on micro-

management and back channels of

communication with staff,” Benes

said. “Board members learn they

don’t want to be the one who be-

haves that way. B&A is worth its

weight in gold.”

The concept of a self-correcting

board becomes cultural in that the

officers and chair are the mentors

to new board members, Benes said.

“There is a progression to leadership

positions,” he said.

For example, if a board member

has served on the executive commit-

tee and hears of some back-channel

communication taking place, they

will point out that the board mem-

ber involved should talk to the chair

about that.

“My board doesn’t shy away from

those conversations,” Benes said.

“We also train on those concepts, and

don’t just leave it at orientation.” ■