In The Effective Board (.pdf), Cyril Houle lists what might be classified as characteristics of an effective working board. The list provides perspective for thinking about the composition, structure and the ways a board might operate:
| » | The members of the board should be effective individually in their board work. |
| » | Board members should have complementary talents. |
| » | Board members should be representative of the interest served by the organization. |
| » | The board should be large enough to get all the work done, but small enough to be intimate. |
| » | There should be clear organizational patterns and good communication between the board and the staff. |
| » | It is essential to have good working relationships among the board, the staff, and the organization’s executives. |
| » | The board should have a total sense of the organization’s objectives. |
| » | The board should know to what degree these objectives are being realized by the organization. |
| » | Board members should be comfortable with one another. |
| » | Each member should feel involved with the work of the board and the progress of the organization. |
| » | The board should have specific goals in terms of its work. |
| » | The board should make policy decisions only after talking to all concerned parties. The board should not operate in a vacuum. |
| » | The board should have good relations with its community. |
| » | Board members should derive a sense of achievement from their board work. |
Other best practices of boards include:
| » | Always working to advance your organization's mission |
| » | Reviewing, updating, and following your organization's governing documents |
| » | Board members: Staying active and informed |
| » | Avoiding conflicts of interest |
| » | Protecting board members and officers from legal exposure |
| » | Understanding the legal and tax status of your organization |
| » | Complying with applicable state laws |
| » | Properly managing employees and volunteers |
| » | Being Internet savvy |
| » | Maintaining records and being financially accountable |
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Resource
Barriers to Board Effectiveness
On the flip side, things don’t always go smoothly. Commonly observed barriers that hinder board effectiveness:
| » | Board members don’t have basic up-to-date information about mission programs and purpose. |
| » | Board members get or ask for too much information. |
| » | The board doesn’t get accurate and timely information from staff. |
| » | The board frequently lacks a quorum. |
| » | The board is not given anything meaningful to do. |
| » | Board leadership is weak. |
| » | Meetings have no agenda and are not well facilitated. |
| » | There is an ineffective committee structure – every policy decision presented to the board receives lengthy debate and second guessing. |
| » | Staff and board are unclear about their roles. |
| » | Staff lacks the skills to support the board – or make systematic effort to ignore the board undermining its effectiveness. |
If you find your board battling one or more of these barriers, refer to: