Your answer will give you an insight into whether your board is governing or supervising management.
If management is putting together the board’s agenda based on its needs for the board’s approval of their proposals, it’s unlikely your board is leading. Instead, it’s reacting to management’s proposals.
On the other hand, if your board is determining its agenda based on a longer-term plan for proactively fulfilling its governance responsibilities, then you are likely operating in a governing mode.
Some readers might wonder: How can the board know what to include in a longer-term meeting plan without knowing what proposals management will bring forward?
If your board is governing by approving programs, projects, operational policies, etc., then it is viewing governance as “management one step up.” Doing so may feel reassuring as the board seems to have oversight of all major management decisions.
Contrast that with the board that governs as “ownership one step down.” Here the board governs in a proactive manner, taking the lead and delegating in such a way that it safely empowers management. By doing so, the board frees meeting time to focus on its connection to those on whose behalf it governs. Instead of spending most of its time looking in the rearview mirror, the agenda allows the board time to develop its strategic foresight. To be clear, monitoring duties aren’t neglected. They are given only as much time as is needed.
Governing in a proactive manner means the board should control its agendas. It does so by developing a longer-term plan in which monitoring and reviewing policies are mapped in the plan. Education and linking with those on whose behalf the board governs are also mapped.
This methodical longer-term planning ensures that the board judiciously fulfills its governance responsibilities. The space opened enables the board to grow its greatest value: strategic foresight. This too is included in the map.
With the board’s longer-term meeting plan in place, the Board Chair is given authority to translate the relevant part of the map into a draft agenda for each meeting. Typically, the Chair has flexibility to decide the order of the agenda and the time allocated for each agenda item. (Side note: stay away from the archaic agenda items of officers and committee reports, old business, new business, etc.)
Management may provide administrative support in agenda development, but no-one should confuse such support for the Chair’s authority to determine the agenda that will be put in front of the board.
And, of course, the board is the final arbiter of its meeting agenda. Board members may propose additions to the agenda, keeping in mind the need for such additions to be consistent with the board’s governance responsibilities. Similarly, board members may propose to remove an agenda item, especially if something has slipped through which would not be consistent with the board’s governance responsibilities.
The board has ultimate authority in the organization. Given its part time nature, it would be foolhardy to take on decisions simply because it can. Using smart, long-term agenda planning combined with a governance system which enables the board to add its greatest value, the board shapes a meaningful future.
If your board is ready to take control of its agendas, I invite you to book a discovery call with us.
➡ Book a discovery call with one or our consultants– Book a Discovery Call.
➡ Upcoming dates for virtual courses:
Introduction to Policy Governance for Individuals
- Course Orientation March 25 with live sessions April 8 and April 29
Assessing Monitoring Reports for Individuals
- Course Orientation February 11 with live sessions February 25 and March 18
Sessions for an organization’s board or groups of 4 or more can be scheduled according to your needs. Please contact us for more information on booking for groups.