If you are wondering why your Board isn’t significantly engaged at a level one would expect from a high performance, strategic thinking Board, it may be that your Executive Committee has inadvertently caused the disengagement. Engaging leaders requires the creation of impactful, intellectually stimulating Board experiences. If your Executive Committee is making governing decisions that the Board could be making or exploring issues that the Board could be exploring, it is likely that your Executive Committee is limiting the Board members’ impactful, intellectually stimulating experiences.
Creating a successful task force requires a lot more than asking for volunteers. Critical thought needs to be given to identifying the right task force members and process design. Using task forces, in favor of standing committees, can add value, but the true value is experienced when you take a strategic approach to task force formation and process design.
Whether negative perceptions about your organization are accurate or not, they can get in the way of executing on your mission. In other words, misperceptions can be as damaging to your organization as are accurate, but negative, perceptions. As the old adage goes, perception is reality. As such, misperceptions must be taken seriously and often dealt with in the same way as accurate, negative perceptions.
There are a lot of association management practices and general management theories focused on advancing organizations, but, when it comes down to it, if you want to propel your organization to the next level: dare to dream. This thought was crystalized for me when, going around the room at the end of a board leadership development session I conducted, a board member said the most important thing he heard all day was “dare to dream.” Dream not about what is, but about what’s possible.