When I first became an Executive Director, for the American Association for Marriage and Family Therapy there was no formal process for orienting new members who had been elected to the Board of Directors. That was in 1993. Last year, in a presentation on financial orientation for new Board members sponsored by ASAE, it was stated that only 41% of associations conduct Board orientations. In the long period between 1993 and 2012, there have been financial and other “scandals” involving prominent nonprofits, significant changes in law that impacts non-profits, and a sea change in technology that has created more demand for transparency in organizational governance. Aside from the legal and fiduciary exposure, social media use by organizations brings governance into much clearer focus for members, stakeholders, and the public. More than ever, Board members need to begin their terms of service with knowledge of the strategic vision and direction of the organization, as well as more knowledge of how the parts fit together.
Call it overkill, or caution, or simply the inherent interest of systems-oriented therapists in processes, but at AAMFT we created an orientation for all newly elected Board members that, in reality, begins at the nomination phase. After individuals are elected, there is a mandatory one and a half-two day orientation period that is hosted in the Association’s headquarters. The orientation is hosted by the President, President-Elect, and Executive Director of the Association. Of particular focus during that time:
- Having newly elected Board members speak to their personal aspirations for Board service, and how they would define success. Common questions: “If you are successful in your Board service, what will the Association look like at the end of your term? What issues will have been addressed that you see as important in the next three years? What would you like to make sure is maintained, and what would you like to see changed, improved, or eliminated?
Even though individuals address this in platform statements, etc., their views evolve and become more relevant to them after election. This information also gives the leadership significant clues about how Board culture might evolve, and how Board dialogue might be carried forward. - Reviewing the principles outlined in the American Bar Association’s book, Guidebook for Directors of Nonprofit Corporations.
- Reviewing the specific policies of the Association that are based on the Guidebook. (AAMFT has a Governance Manual that includes, among other things, the Strategic Plan, the Board Calendar, the Code of Conduct, Conflict of Interest Policies, Board Member Role and Responsibility, Relationship with Staff, and more.)
- Reviewing the Finances and Corporate Structure. There is a presentation (mentioned above) that offers great information on financial orientation on ASAE’s website if you are a member.
- Discussion of current landscape of the association. This changes annually, but allows for some in-depth exploration (circling back to the beginning) about issues the Board is currently deliberating, the political climate internally and externally, etc. It is in this section that there is discussion of the key questions outlined in the book, The Will to Govern Well. These questions look at what is known about the current needs, wants, and preferences of members and stakeholders, the organization’s strategic capacity and position, the external trends that will impact the organization and the ethical implications of some of the issues before the organization.
Of all the tools, programs, training, etc., that can be provided to organizational leaders, this program of orientation has been vital in building collaboration, knowledge-based decision making by the Board, and better communications with members and the public about the governance and operations of the organization. If your organization is one of the 59 percent that is not doing an orientation for incoming Board members, what are you waiting for? Being a Board member is one thing. Being a Good Board member is more challenging than ever, and even the most committed, well-meaning individuals who serve can use orientation, training, and “on-boarding” processes to help them toward success and meaningful contribution.
Executive Director's Toolkit 