If your Board isn't adding value, what is it doing?

If you think governance is “boring”, then you’re doing it all wrong. If you think governance is a tick-box exercise, then you’re doing it all wrong. If you think governance is a chore, a burden, or an effort, then YOU ARE DOING IT ALL WRONG!

I am so disappointed when I speak to colleagues and they talk about governance in such negative terms. I am so sad when people complain about the lack of engagement amongst their board. And I am so deeply frustrated when I see associations perpetuate the stereotypes of governance as dull, disinteresting, and something that directors and executives alike seem to dread.

I am exasperated when I watch membership bodies squander the opportunities afforded to them through proactive, engaged and constructive governance. A board of directors should only be an asset to its association, adding specialist insights, contributing professional expertise, and supporting the long-term sustainability of the organisation.

The interests of an association are not best served by directors discussing minutiae. Protecting and advancing the interests of an association requires vision, ambition, courage and, crucially, relevance.

If your board isn’t discussing emerging technologies, what is it doing? If your board isn’t addressing social responsibilities, what is it doing? If your board isn’t considering economic trends; if your board isn’t focussed on 2022, 2025, 2030; if your board doesn’t add value, WHAT IS IT DOING?