It’s easy to overlook managing board engagement levels, especially when the board has other short-term and seemingly more urgent priorities. But sidestepping the issue can be detrimental to the success of the organisation.
In this article, we tackle:
- the importance of managing board engagement levels
- the signs of a disengaged board
- what to do about it
The Importance of Managing and Monitoring Board Engagement Levels
It’s apparent that the board fails to function at its full potential when board engagement levels are not effectively managed. But there are other overarching reasons why falling engagement shouldn’t be dismissed. Here are some of them:
- Impact on momentum: Poor engagement levels have a domino effect and can affect other board members. As board members become disengaged, the board can lose steam which, in the worst case, leads to a culture of inaction, procrastination, or indifference.
- Stronger commitment: Board members who are highly engaged commit to the organisation’s success. They are more likely to put in the extra time and effort needed to ensure that the organisation meets its objectives.
- Inspire stakeholders: Engaged board members tend to have a positive attitude towards organisation and the work that it’s able to do. This also has a cascading effect and can inspire employees, investors, and its wider set of stakeholders.
- Remain informed: Engaged board members are proactive about staying informed and go the extra mile towards understanding the issues, risks, opportunities, and challenges that the organisation faces. This leads to more informed decision-making.
3 Clear Signs of a Disengaged Board
There are some warning signs that reflect board or director engagement is waning. Let’s take a look at three red flags.
1. Board members fail to stay on top of board tasks and communications.
Board members are responsible for ensuring they’re on top of board matters. Board members who fail to review board packs or review meeting minutes often reflect a level of disengagement, leading to lacking or sub-par participation. Additionally, if board members are often lost in discussions or often forget to carry out assigned action items, then it could mean that things are falling in between the cracks. This can cause organisational bottlenecks.
2. Board members reflect a lacking knowledge or interest in the organisation.
A lacking knowledge of how the organisation works or functions can indicate disengagement, resulting in a misalignment with the organisation’s mission, vision, values and goals.
3. The frequency of absences from board members is noticeable.
Frequent meeting absences can reveal disinterest in the board’s mandate and responsibilities. This causes an information deficit that affects effective decision-making and strategic governance.
If any of these three reasons resonate, it may be time to recalibrate the way the board works and inherent dynamics.
How to Increase Board Engagement Levels
1. Ensure a smooth, comprehensive onboarding experience.
A good onboarding experience highlights board members’ roles and responsibilities, considers expectations, and provides both historical and contextual information relating to the organisation. Rather than leaving board members to figure out things for themselves, an effective onboarding experience helps directors feel welcome as they’re brought up-to-speed. It sets them up for early success.
2. Regularly conduct board evaluations.
Board evaluations are an important tool to assess whether the board is functioning at their highest level. They also identify areas where the board needs to improve upon. Evaluations ensure accountability over board performance and contributions. With regular evaluations, board members’ goals and expectations can be reset, reiterated, and placed back in focus.
3. Streamline board meetings.
Engagement levels can be increased if board meetings are effective and productive. This responsibility largely falls on the Chair. The Chair must encourage active participation, allow for assumptions to be challenged, make room for questioning, and establish respectful meeting boundaries. Participation in board conversations leads to better engagement, as members feel their contributions are valued.
4. Optimise board workflows.
Board members are busy people. Their primary focus should be on their governance mandate as opposed to managing administrative board work. An optimised workflow helps boards remain informed, presents more opportunities for meaningful collaboration and communication, and makes better use of their time.
Board portals can help with this. Boardlogic, our board meeting management solution, makes it easier for boards to find information, send up-to-date board packs while offering the benefit of securing board activities and governance transactions. It removes administrative pain points that impede productive work.
5. Foster relationships outside of board meetings.
Boards should be encouraged to get to know each other outside of the board room, whether it be through one-on-ones, networking events, or group activities. This builds better trust and understanding. Healthy board dynamics can open lines of communication, paving the way for stronger collaborative efforts.
To Sum Up —
Given the constraints on their time and other various responsibilities, it’s important to enrich the experience of board members. Helping them feel more valued and invested in the work, dynamics, and goals of the organisation leads to better and sustained engagement levels. Organisations with high board engagement stand to benefit from the depth and breadth of directors’ collective expertise and wisdom. And given today’s business and leadership environment, it has never been more important.
Unlock your board’s full potential with Boardlogic. Schedule a demo with a Product Expert today.
Carissa Duenas