I was chatting recently with a friend who sits on a board and they were complaining how they never get anything done in their meetings. And, that they were often poorly time managed and well, they said board meetings suck!

We all understand the significance of board meetings; indeed, they are extremely important. However, they frequently become a substantial missed opportunity due to inadequate planning and execution. To remedy this, if you're seeking more effective board meetings, pay attention to this advice. In reality, there's only one change you need to make to transform them. That's right, just one.

All too frequently, board meetings become a significant missed chance to inform, enrich, and engage board members, which is crucial for empowering them to become the finest ambassadors possible.

Indicators of an Ineffective Board Meeting:

- The person in charge is unclear.

- Board members are falling asleep.

- Participants feel uninformed or believe their input is worthless.

- Phone calls are interrupting the meeting.

In a previous post I created a list of the most common criticisms of board meeting - go here to view the blog.

So here’s the ONE THING a board must change to maximise the value of a board meeting…

Your mindset.

And what do I mean by that? Simple. You need to treat board members as if they have been hired.

1. Board chairs often find themselves making excuses for board members. They tend to be hesitant in their approach, frequently saying things like, "Let's not push them too hard, they're volunteers," or "Karen has a full-time job," or "Pete has two kids starting university next year – it might not be the best time to ask for more commitment." Comparisons between members like Sue and Maria are avoided with the rationale that Maria, being retired, has more time to dedicate to board service.

2. Fear is a common motivator behind a board chair's actions. For instance, they may hesitate to confront a disruptive member at the table with justifications such as, "I didn't want to embarrass him," or "I didn't want to anger her," or even "She's our biggest donor, so we have to tolerate her behavior." Discussions that could lead to conflict or extend meetings are often avoided under the pretext that it might cause members to leave early.

These are indeed excuses, but they point to a larger issue. Board chairs often feel the need to placate members, driven by the fear of losing them, especially since many recruitment strategies are based on a scarcity mindset. The thought of replacing a member seems daunting with comments like, "How would we replace her? We don't have a strong prospect pipeline."

3. A significant issue is the lack of ownership over their leadership role. Board chairs frequently defer to the Executive Director (E.D.) to set the agenda, sometimes undermining their own position by deferring to the staff leader with questions like, "Do we have what we need on this?" or "What's next on the agenda?" or opting to skip their own report in favor of the E.D.'s. This behavior suggests that some board chairs view their role as merely a volunteer position, rather than a leadership responsibility.

If you're finding it challenging to read the three mindsets mentioned above and to grasp how they relate to the key aspect of conducting an effective board meeting, let me clarify.

What would a board meeting look like if everyone acted as though they were newly hired?

Firstly, it's not merely a board meeting; it's a team meeting called by the boss. Consider the unique approach each team member might take towards this meeting.

Board Members:

• I must be sharp and prepared to contribute.

• I aim for the team to trust in my abilities and to validate the leader's confidence in me, which led to my appointment.

• I should review the materials distributed in advance and not complain about their late arrival.

Board Chair:

• The board meeting? It's my agenda, created in partnership with the Executive Director.

• My board meeting proceeds efficiently – we adhere to the schedule, and I establish ground rules that everyone agrees to beforehand. For instance, phones on silent, stepping out for calls, and checking emails only during the break listed on the agenda.

• Every team member has insightful contributions to make, and I will ensure everyone is involved in the discussions.

• I manage long-winded members effectively. I am both courteous and direct.

• My board meeting is captivating and perfectly timed.

The misconception that board members are not hired is precisely the point I wish to make. It's about shifting the mindset. Board members are indeed hired for critical roles, often some of the most vital work within an organisation.

You might argue that they are not paid. However, they are compensated, albeit not monetarily. Engaging in board service for an organisation you are passionate about yields far greater rewards than what you contribute.

• The satisfaction of service.

• The assurance that you are making a difference.

• The pride in knowing your efforts significantly impact the organisation's success.

• The admiration reflected in your children's eyes when the Executive Director speaks at the annual fundraiser.

• Or the heartfelt gratitude from a client? Invaluable.

I urge you to foster a culture within your organisation where no one is merely a volunteer. Craft a recruitment strategy that highlights the honor and fulfilling nature of board service – that it's a privilege to support such meaningful work. Connect this to your "why", the reason that the organisation exists - it really does need to be just short of making the world a better place.

Initiate a new dialogue within your organisation regarding the board's role and that of its chair. As a first step, distribute this checklist about why board meetings suck. Once the board recognises its imperfections, then consider sharing this blog.

Engage in a collective discussion. Begin with a straightforward question: "As board members (or as the Chair), what must we do differently to transform our approach to board service and our meetings?"

Profound transformations are often triggered by simple questions.

Let me know what you think and if you give this a try with your board, share reactions!