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- Understand the difference between governance and management. The
purpose of the Board is oversight -- the big issues. Keep your eye on
mission, on planning, on broad institutional strategy. Don't mess with
day to day operational decisions.
- Respect your fellow Board members' time. Stay focused on the tasks
before you. All of us have lives that matter to us. Unless you have good
reasons not to (meaning "reasons that are vital to the organization and
actually involve you"), stick to the agenda.
- Bring all relevant information to the Board. The purpose of the Board
is to make informed decisions, to provide intelligent organizational
leadership. If you have data that matters, bring it forth. Don't sit on
it in the hopes you'll get your way. That's intellectually sloppy and
morally dishonest.
- Thoughtfully consider the opinions of others. Board deliberations do
not consist of waiting for the other person to finish so you can speak.
They consist of open-minded evaluations of the ideas of your colleagues,
and staff. This obligation extends to each issue, not just to the people
you usually agree with.
- Have your say. Argue passionately for your beliefs. Articulate your
opinions as clearly, concisely, and forcefully as possible.
- Vote your conscience -- what you believe, not what you think others
might believe. Don't assume consensus when it could be that people are
waiting to see how it comes out, or waiting for someone else to voice
their dissatisfied but inchoate opinion. Take a stand!
- Represent the "Board decision" honestly. It could be that you voted
your conscience -- and were roundly defeated. So be it. Be clear about
when you're speaking as yourself, and when you represent the Board.
You're entitled to your opinions, your doubts, and your free speech. But
do your colleagues and your audience the courtesy of clearly identifying
the speaker. As a member of the Board, begin with a careful
representation, without slander, of the decision of that body.
- Move forward until new evidence urges a reconsideration. Don't keep
revisiting things you've already decided. On the other hand, sometimes
new evidence arises that compels you to think again. It could be that
new evidence supports your dissenting opinion. Or it could be that it
contradicts the majority opinion that you agreed with. But if you've got
new data, be prepared to consider a new decision.
- Build the organization by example. This is a big one. It speaks to
fundamental attitude. There are lots of pieces to this, but here are the
main ones:
- Presume innocence and the good intention of all parties.
- Make each other look good: speak well of your fellow Board members.
Build on each other's work.
- Hold to the vision -- spend your time working FOR the big organization
goals (not against this or that).
And, just in case you don't hear this enough, thank you for caring
enough about an organization to give it your time.
Jamie LaRue, Director
Douglas Public Library District, Castle Rock, Colorado
Reprinted with permission
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