Key Attitudes for Directors to Adopt

By Frederick T. Spahr, CAE, and Marjorie B. Signer

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What are the key attitudes a board member should develop to function at

peak effectiveness?  I suggest the following:

. Learn and respect the organization's chain of command. 

Communicate
with the chief executive officer rather than directly to the staff. 

Nothing causes more confusion or wastes more energy than side-stepping

the established chain of command.  Understand the roles of different

staff members and respect their limitations.
. Do your homework at all stages.  Before you accept a nomination

for
a board position, find out how much time and effort are required and

communicate that information to your employer, if necessary and to your

family as well.
. Bring to board meetings a thorough understanding of as many

issues
as you an study, and then be prepared to learn twice as much - or more-

before making a decision.  The other side of this coin is that documents

for board members should be as succinct and clear as possible.
. Keep an open mind.  Listen to all sides of an issue and be

flexible
before reaching a conclusion.
. Work with other board members, show respect and tolerance for
individual interests and personal styles.  What plays in Idaho may not

play in New York, but at a national meeting of a national board, overall

interests should take precedence over regional ideas and behaviors.
. Get to know all other board members, and find a positive way to
relate to each, for the good of the organization rather than your

personal pleasure.  Games and personality clashes obscure the issues and

can damage relationships among board members and within the organization.

 Find out what makes you angry and what you do to make others angry.  Try

to change both behaviors.  A measure of personal harmony is essential for

a group to achieve its goals.
. Know the governance of the organization inside out.  The most
effective board members have substantial service at lower levels in the

committee structure and understand how things work.
. Be realistic about what you can achieve.  How much can you as a
board member do?  Realize you are part of a whole that must work

together.
Consider your other commitments.  Set priorities in your personal and

professional life so you can meet the demands of active participation on

a board.
. Know why you are serving on a volunteer board.  Professional
enhancement, personal service, ego gratification, an outlet for energy

and ideas, a personal agenda - many reasons underlie a decision to serve

on a board.  Understand what motivates you and , if necessary, be

prepared to rethink and adjust your reasons as you grow and mature in

your role.
. Admit mistakes, and ask for more information if you need it.
. Last, but not least, serve your association with physical and
psychological stamina and sense of humor.
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Saul