| If you are a Board Member or are considering joining a | | | | responsibility for the ultimate success or |
| Board, you should have answers to the following 10 | | | | underperformance of an organization. Without |
| questions. If you are in the contemplation stage, these | | | | accountability at the top, what precedent does it set |
| basic questions will help to guide your decision. If you | | | | for the rest of the organization? As is expected for |
| are already serving on a Board, they will act as a | | | | every other person in a company, there must be |
| reminder of why you are there, and may even prompt | | | | clearly established performance guidelines, success |
| you to make some meaningful adjustments. | | | | indicators, and disciplinary steps--along with routine |
| 1. Why Do I Want To Sit On This Board? | | | | board evaluations, that must be adhered to. The life of |
| What compelled you to this organization and why are | | | | the organization depends on it. |
| you a good fit? Consider the reasons you want to | | | | 7. How Will The Executives Be Held Accountable? |
| associate your name and reputation with a particular | | | | You need to determine if you care enough about the |
| organization. The company's values and beliefs should | | | | vision to hold the executives accountable in word and |
| echo your own. The association should be | | | | action. As a board member, part of governance is |
| complementary and mutually beneficial. | | | | being responsible, regulating, controlling, overseeing and |
| 2. Am I Passionate About The Organization? | | | | directing. It is both a privilege and a duty. There is no |
| Good organizations need and deserve board | | | | need to apologize for stepping up to the plate and |
| members who genuinely care about, and can | | | | performing your agreed upon duty. It's why you are |
| contribute to, their inner workings and objectives. Not | | | | there. |
| ones who just take up space. Are you passionate | | | | 8. Are You Willing to Take A Stand? |
| about the organization and it's vision? Don't accept a | | | | Are you willing to take a stand even if it means |
| position just to look good or add perceived value to | | | | standing alone? There may come a time when your |
| your own portfolio. If your heart's not in it, it's time to | | | | conscience won't allow you to rubber stamp a decision |
| move on. | | | | that simply opposes your best judgment and the |
| 3. Do The Mission Statement, Vision And Core Values | | | | organization's best interest. Be honest with yourself |
| Match Reality? | | | | about your fears, and possibly a misplaced sense of |
| If not, it is your responsibility to speak up. Part of your | | | | loyalty. Sometimes "rocking the boat" is a good thing. |
| role is to give wise counsel, and to ensure that the | | | | 9. What Is My Personal Commitment? |
| organization and leadership stay focused and on track. | | | | Once my name is on the roster, what next? Can I |
| Get input from all levels of the company and engage | | | | honestly commit to put the time, energy, thought and |
| your fellow board members. Part of the privilege of | | | | availability into the health, growth, disciplines and |
| sitting on a board is to have a voice. Use yours to | | | | success of this organization? Will my schedule permit |
| make a positive difference. | | | | my full attention? Can I separate my friendship with the |
| 4. What Is The History Of The Organization? | | | | CEO from potentially sensitive decisions? Am I willing |
| Don't stay in the dark. Make it your business to | | | | to do what it takes to go beyond the surface, and |
| understand what has gone on within the organization | | | | take ownership on a personal level? |
| along with the current landscape. What key hiring and | | | | 10. What Can I Bring To The Board? |
| firing decisions have been made, and why? Check | | | | Boards need members who are fully engaged |
| historical audit statements, forecasts vs. actuals, | | | | participants. Just being present at meetings doesn't |
| project timelines, projections and performance. The | | | | qualify as due diligence. Think about the type of |
| past is a looking glass into the present and possibly the | | | | investment you can offer. What time, expertise, |
| future. Get informed. | | | | resources, or donor connections can you bring to the |
| 5. Are There Negative Issues That Persist, And Why? | | | | table? Volunteer, make suggestions or start a |
| Insist on transparency and honesty. You are there to | | | | sub-committee. Be pro-active. Find ways you can |
| serve. You can't serve optimally if things are kept in | | | | personally be a part of the solution. |
| the shadows or are left unchecked year in and year | | | | The best Boards of Directors are ones whose |
| out. Be willing to ask the tough questions and expect | | | | members are free to exercise the very strengths that |
| timely and intelligent responses and action. Purpose to | | | | brought them to the table in the first place. They are |
| make a meaningful impact on your "watch". Turning a | | | | both valued and held accountable, along with the CEO, |
| blind eye serves no one. | | | | for their contributions and commitment to the vision, |
| 6. How Will The CEO's Performance Be Evaluated? | | | | health and long-term success of the organization. |
| Every officer, especially the CEO, needs to take | | | | |