Governing Excellence

BTMAD 11


To rule is easy, to govern is difficult. A board that forges a new route does so at its peril. The unmasking of empty rituals is not usually appreciated. Many expect a responsible board to always do certain things. For example: approve budgets and monthly financial statements. Also, staff is expected to originate long-range plans. If these tasks are not done, then often the board is considered merely a rubber stamp for staff wishes. If the board does not follow this prescribed path, then it might be considered irresponsible.

Boldness is needed to do anything new. Also, it is important to include all relevant stakeholders. The board should not expect adaptation to be either automatic or voluntary. A conceptual struggle may ensue, not to mention ego struggles as well. One solution is to just give up and settle for the status quo. Alternatively, we would continue the pursuit of excellence at the expense of feeling fully confident and in control of the process.

The board’s predominant concern should be the benefits for the people we serve. However, often we give activities and methods so much attention; we then neglect the reason for our existence. It is the Ends policies that should consume us – “What is to be done for which people at what cost?”

Our mission is the primary task and a fragile commodity. Its compelling prescriptions must never be forgotten. The struggle with Ends issues is never complete and some aspect of Ends should be on the agenda of every meeting. Indeed, the central reason for meeting at all is the mission and mission-derived Ends policies.

Ends dialogue will never be boring because members and staff always enthusiastically hold divergent views on the priority of outputs. Rather than avoiding debate, we must encourage it. The challenge is to mold diverse views into a single voice.

Trusteeship carries compelling obligations and demands some daring. Governance is empowerment of staff within defined Limits that control risks. This calls for a mentality that allows staff to make decisions (and, sometimes, mistakes - for perfection is not realistic). Not allowing errors makes for followers, not leaders, for bureaucrats – not decision makers.

Who should be a board member? - those who can and will govern, those who will fulfill the privilege and bear the burden of trusteeship, those who have understanding and skills and willingness to govern. We need people committed to our mission, who can think in terms of systems and context, people who will participate in vigorous deliberations and then make decisions. It might be better to leave some board positions open rather than fill them with the wrong persons.

Excellence starts in the board room. Good people and policies beget better. Excellence is more creative than reactive. Innovative change is not driven by problem solving, rather it is driven by vision and a desire to fill the gap between what is and what could be, to what we want it to be.

This is my final epistle to you about developing a Policy Manual. It is now time to turn our energy and focus on proposing, deliberating, and voting. Let’s dare to govern excellently. / Larry Andrews