Board Composition

We find that the notion of balanced boards composed on the basis of skill sets to be more productive than the old debates over size and/or competency based vs. constituency based.

In associations, the “representative governance model” creates the opportunity for balance between the political and corporate responsibilities of Board members. It is true that elections make board composition more difficult than where the board itself fills vacancies. And, the absence of a nominating committee can also pose a challenge to sensible selection. But, significant process improvements are still possible.

Our experience is that the vetting of candidates on appropriate criteria is what will make the biggest difference in Board talent. We find that a three dimensional vetting works well in achieving a “balanced board”:

1. Board member skill sets – key attributes
2. Special skills or expertise germane to key strategic initiatives
3. Generational, geographic, gender, cultural, industry, ethnic, or specialty related experience

In this approach, candidates who do not qualify on key attributes are not further considered for a Board seat.

The 6 key attributes are:

1. The ability to think strategically and analytically and to effectively communicate thoughts and the reasons for them.
2. Possession of earned respect of other key stakeholder group members.
3. The ability to work well with others as a member of a collaborative group with group decision-making authority and an understanding of the fiduciary duties of loyalty, care, and obedience.
4. A demonstrated understanding of the differences between “oversight” and “supervision.”
5. An earned reputation for emotional maturity, personal integrity, and honesty.
6. A demonstrated familiarity with the body of knowledge related to both the process for which the group is responsible as well as the substantive content of the subject area within which decisions and choices will have to be made.

We think that Board composition has achieved status as the key issue now that an appropriate perspective on Board size has been achieved. There are ways to make this approach work even where board members are elected – whether at large by the membership or by particular constituencies like chapters or sections.

For those who are interested, emerging approaches to rationale Board selection will be examined in some detail – with practical tools – at ASAE”s 2014/2015 Symposium for Chief Executive and Chief Elected Officers series.

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