Uncomfortable Questions #2

Unlike written communications, verbal intonation provides the “how you say it” context to the specific words. Consider the difference between, “What are they THINKING?” (i.e. They sound crazy!) and, “What ARE they thinking?” (i.e. It sounds crazy to me, but I would really like to better understand.)

When a new Board member sits in their first meeting, tough-to-answer questions emerge about motivations and roles. I have heard many lament that their fellow Board members seem to see their current role as a steppingstone to better (remunerated?) Board positions. Absent a purity test of for intentions, there are some useful questions for new Board members to ask themselves, and to ask others.

Question 1 - What AM I doing here? (i.e. Let me reflect on my motivations for taking on this responsibility.)

First of all, it is completely reasonable for both Board members and their organizations to house selfish reasons for the relationship (e.g. a young professional wants something for their resume, or a Board enjoys the optics of having younger people on its Board.) We can also assume that those “selfish” reasons are not the ONLY reasons for the relationship.

There is no one right answer to the question, “Why do you want to join this Board?” but if queried as such (especially as part of Board recruitment), that response will likely be, “[Insert specific cause] is the defining issue of our generation and I want to be a part of the solution.” Rather than worry about how to articulate their answer, any Board member (new or not) would do well to periodically reflect on this one with respect to the balance of giving vs. receiving value from the experience.

While this question carries a great deal of internal dialogue that is deeply personal (and may remain private), the next question speaks to what we say and do in the presence of others.

Question 2 - What DO I do here? (i.e. How can I be effective and add value?)

Orientations, past meeting minutes, and well-intended “get-you-up-to-speed” sessions can shed some light on this area, but a specific answer is elusive because every Board operates in a slightly different manner. The documented “role” of the Board (and of each Director) may exist, but will not tell the full story.

One obvious role of Board members is to ask questions. The not-so-simple aspect of that role is understanding the value of those questions, which can hinge on navigating the contested space between strategy and operations (See Uncomfortable Questions Pt. 1).

Rather than a create a set of behaviours to exhibit or rules to follow, we can assert that each Board member carries a responsibility to (1) preserve a helpful group dynamic, and (2) ensure effectiveness in providing clear direction to the Executive Leadership. How each Board member carries out this role will be different and new Board members can use this as a frame to guide their actions and to evaluate the actions of others.

Short message for new Board Members:

Ask your questions and pay attention to the answers.

New Board member have less reason to be apologize for not knowing things. (And everyone can get more comfortable with admitting their confusion.) One reframe on the “is this an unhelpful question?” concern is, “You are probably not the only person wondering that,” plus, “We all need the practice of explaining complex things clearly where we can, and acknowledging the ambiguity where there is not one clear answer.”

Short message to the all/other collaborators:

Encourage those questions and take the opportunity to clarify, where possible, for everyone involved.

Board members can be afraid of harming the interpersonal dynamic (which may negatively impact the level of trust they are afforded) OR the efficacy of the meeting. In self-evaluating, we can be asking, “Am I…

• Creating unnecessary or unhelpful tension (or is this something important that the group has been avoiding)?

• Causing embarrassment to someone in the room (or is that the reason that we have been avoiding it all along)?

• Wasting time by rehashing a question that has been previously discussed (or does this need to be revisited because there is a necessary decision or action)?

• Revealing my lack of understanding or preparation (or is there a genuine need for clarification)?”

Enlist the help of the new Board member to help revisit high-value areas of discussion.