If you’re new to serving on a board, or if you’ve been on a board and felt that something is missing, it might help to think of the board as providing a through-line.
Through-line: a theme or idea that runs from the beginning to the end of a book, film, etc.
Dictionary.com
If the board provides the throughline, what are the beginning and the end that the board’s work ties together?
It all starts with the group to whom the board holds itself accountable. In for-profit corporations, that group is the shareholders. In non-profit corporations, the board looks to a moral equivalent. In other words, some group beyond the board to which the board holds itself accountable for performance. Sometimes that group is referred to as owners. In this blog, we’ll use the term principals.
That group – the principals – has values about what the organization should achieve – What impact they believe the organization should make in the world?
In practice, it’s not easy to draw out those values out of people. It’s not that they are being tight-lipped. It’s just that we don’t often talk about what should be different beyond the organization and for whom. Instead, we’re much better at sharing our ideas about what the organization should be doing.
It might also be said that boards are much more adept at telling principals what the organization is doing rather than asking questions and listening. But if a board is to create a through-line, it needs ongoing connections to ensure it stays current with the principals’ values.
Based on the board’s understanding of those values and other insights it collects (e.g., environmental scans, strategic foresight), the board sets direction for the operational team. For boards using Policy Governance, the board does this by crafting Ends policies. These policies tell management the difference the organization is to make, for whom, and what it’s worth to make that difference.
That difference is external to the organization. Principals want the organization to be successful, but success is not defined by some difference in the organization. Instead, it is the difference in the lives of people the organization serves.
Defining that difference isn’t enough. A system for effective and efficient delegation is needed to move from the board’s words to achievement. The through-line passes from the board to management or, in a smaller organization, to a group of volunteers which might include board members.
It’s the job of the management team or volunteer group to translate the board’s direction into actions that produce the difference the organization is to make. The board typically doesn’t have the time to do so, so it must delegate the work of achievement.
Regardless of how the board delegates that responsibility, achievement of the expected results is the culmination of the through-line.
Ultimately, the board has translated the values of the principals into operational performance.
Of course, the board should not take it for granted that a strong through-line once achieved is the end. Ongoing dialogue with the principals will confirm if the board has picked up the most appropriate through-line. Rigorous monitoring of actual results, instead of activities, will confirm if the intended results have actually been achieved.
Unlike many movies and books, this is not a one-time performance. Instead, think of it as an ongoing series in which the through-line might shift depending on the board’s discovery of the principals’ values.
➡ 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 September 30 with live sessions October 14 and November 4
- Course Orientation November 4 with live sessions November 18 and December 9
Assessing Monitoring Reports for Individuals
- Course Orientation November 5 with live sessions November 19 and December 10
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.