Nine Principles of Boardsmanship - focus of Feb. 1, 2006 Board retreat session

Nine Principles of Boardsmanship

by Jamie LaRue

These are the principles that were discussed during the Feb. 1, 2006 session of the STRS Board retreat and used in Mary Ellen Angeletti's report (below).

1. 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.

2. 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.

3. 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.

4. 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.

5. Have your say. Argue passionately for your beliefs. Articulate your opinions as clearly, concisely and forcefully as possible.

6. 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!

7. 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.

8. 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.

9. 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).