Skip to main content

Cliques on Boards


There's a propensity for like-minded folks to cluster together in group situations. When so many boards are comprised of people who know one another outside the board room (or may be related to one another) clustering  is common....and can be a common problem.  As we strive for greater diversity of board members, those who aren't from the same social or familial circles may find it especially difficult to break into the circle that is the board.

The executive director, nominating committee and board president need to be mindful of clustering or cliques, and consciously work to minimize their effect.  The first rule of thumb is that everyone is diversely, but equally, skilled in the board room -- a tenet that needs to be voiced and modeled at every turn.  It is to the long-term advantage of the organization to institutionalize this democratic vision.

There are several practical ways to minimize clusters:
  • mix up the seating at meetings.  Humans, being who they are, tend to sit with the people they know and in the same locations.  Assign seats much as a savvy hostess would for a big dinner party, making sure that folks who don't know one another sit together and sprinkling the best conversationalists around the table.  Use table cards large enough for all to read -- especially helpful for the new folks to learn names and faces.  If you can, scramble the seating half way through the meeting.
  • build small group discussions into the meeting agenda and assign people to these groups (or have folks count off or look for a colored sticker on their name card).  Who says financial issues are only dealt with by the finance committee?  Or building issues by the building committee? Mix it up in small group discussions!  Your board members will get to know each other better and your organization may reap the rewards of new insights.
  • build in social time for board members whenever and wherever possible.  These are opportunities to kick back and get to know one another.  Board members of an organization I know go out for beer after their meeting.  Other boards incorporate a meal before or during their meetings.
The goal here is to get a diverse group of people thinking and (hopefully) performing as a team. You're the coach.  No spectators allowed!

Photo:  TEAMWORK...by deSKOLtrolado

Comments

Popular posts from this blog

Back in the Saddle

MY LAST POST WAS NOVEMBER 2012, A LIGHT YEAR AWAY it seems, that marked the beginning of a long push toward completing a manuscript on history museum leadership with my co-author, Joan Baldwin.  We finally submitted 350+ pages to our editor at Rowman & Littlefield this week.  If all goes well, we expect the book to be available in early 2014.  It's taken us two years to get to this point, so six more months or so of revision and production don't seem too long to wait until we can hold the final product in our hands (and you can, too!). The project put a lot of things on hold, including this blog.  I'm glad to be back writing about intentional leadership -- leading by design -- for nonprofit boards and staffs.  Certainly, my thoughts are now informed by the forthcoming book, in which Joan and I posit that nonprofits need to focus resources on leadership, not just management.  Most cultural nonprofits are at a crossroad, as is the sector in general, where nothing is qu

Change for Your Board in 2010: A Polling Update

WE'RE A DAY INTO MY LAST POLL (SEE RIGHT) AND the responses are clustering in two areas: 1) removing dead wood from the board and 2) using better/different tools to make decisions/evaluate performance. There are still six days left for your colleagues to cast their vote! In the meantime, those of you who are in need of tools for decision-making might want to check my posts on taking stock here , here and here .

Three Most Important Nonprofit Executive Director Soft Skills

If you were asked to narrow down the list of executive director qualifications to the three most important, which ones would you identify? Would the list consist of soft skills, hard skills, or some combination? Would your list be based on the great ED you are or one you've worked for, or would it be your wish list for the ED you haven't been fortunate yet to work for?  This was an assignment in my recent online class in leadership and administration for the American Association for State and Local History . I asked the class to review three-five advertisements for museum directors and analyze what these listings intimated about the organization’s past experience, current focus and goals, and future aspirations. Then, I asked the class to identify what they consider to be the three most important qualifications they would look for in a director. (Okay, so there's more than three if you dissect my three big groups.)  Soft skills outnumbered hard skills, although