Speaking Up At Board Meetings
February 2009
Board GEMs • From STRIVE! A Governance and Leadership Development Firm
Board and committee chairs have often commented on two problems they face when chairing meetings. Some members speak too often; however, a bigger problem is that other board members never speak at all. Cathie Leimbach effectively addresses this important issue and offers some practical advice for board/committee members.
A few years ago when I asked the chair of a non-profit board on which I sat if we could request easier to understand financial reports from the staff, he indicated that I shouldn't worry. "After several years on the board I still don't understand those reports," he replied. "I trust that the accountant and the banker on the board will point out any problems."
It is an irony but many board members who are elected or appointed to govern often do not speak up, ask questions, share their perspectives, or participate in the governing process. We see various reasons why board members do not actively participate. Some keep quiet because they assume everyone else fully understands the issue at hand. Others do not want to look foolish, or just want to get through the meeting quickly. We also see those who are afraid of being open and risking tension or conflict.
The irony however is that board members' first responsibility is to objectively direct and protect on behalf of the owners. To do this effectively they must ask questions, provoke independent thinking, seek to understand, and build upon the ideas of the team. Board members are to exercise a high standard of care which means caring about the best interests of the organization and its owners and making decisions accordingly. Often when we ask a question someone else in the meeting was looking for an answer too. Most people are open to considering different perspectives that are shared for the good of the organization so are glad to listen to divergent viewpoints. It is every board member's responsibility to contribute what he has to offer, even if his thoughts conflict with a power figure in the organization. Issue-based differences are healthy conflicts because they enhance the effectiveness of the board's decisions.
When board members speak up they are often enlightening several others and helping the whole board fulfill the challenging role of governance more effectively.
What Can You Do?
Understand that your role and the role of each board member is to bring independent thought to board discussions. Not speaking up or asking questions robs the board and organization of better quality decisions.
Build relationships with the other board members so that people are not offended when you confront their ideas.
Face the conflict when you believe the organization's healthy future is being jeopardized. People elected or appointed you to be willing to work through conflicts.
Deal with the issues pertinent to your board. Not addressing important matters often leads to labeling the "other people" as the problem, creating future conflicts and challenges.
Address your insecurities or your ego if you are focused primarily on what other people think of you. If you are afraid of speaking up, sharing your views, and challenging other perspectives you are not truly serving the organization and its owners.
Cathie Leimbach is a founding partner in Strive!, a governance and leadership development firm that serves organizations across Canada and the United States.
