By Kelly Liddington

Many of the folks reading this newsletter serve on boards—sometimes several at once. Most of us volunteer because we want to help an organization meet a goal or address a real community need. And if that’s not the motivation, we can usually come up with a respectable reason for joining when someone taps us on the shoulder. Let’s be honest: sometimes the position comes with a little prestige, a small perk, or simply the warm glow of being seen as “involved.”

Meanwhile, executive directors across the land begin to wring their hands and fidget as board meeting time approaches. There’s a reason for this. EDs often worry about productivity—real or imagined—and whether meetings will stay focused or drift into the weeds. In many small organizations, board members are friends of the ED or people they know well, which adds another tricky layer to the already complex cake we’re baking. Relying on well-meant but unpredictable feedback (good, bad, or bewildering) can turn monthly board meetings into a source of angst.

One of the easiest ways to ease this tension? Reduce the number of meetings. Truly—try meeting quarterly. Most boards can putter along without constant oversight, and the ED doesn’t have to play cruise director at every turn. Small boards can usually adjust their meeting schedule and redistribute the work accordingly. Just be sure to check the bylaws so you know the rules around officer terms, amendments, and other governance housekeeping. It’s the board’s job to make sure the organization’s practice matches what’s written.

So where do you start? Find a board that does things well and borrow from their playbook. You can be as covert or as obvious about this as you like. Just make sure the ED you’re working with knows what you’re hoping to learn so they can carve out time to support you. Some organizations even have mentoring built into their mission—take advantage of that if it’s available.

Next time, we’ll take a look at everyone’s favorite topic: fiduciary responsibility. Stay tuned.