Carrie Stokes, chair of Turn2Us, gives her perspective on what it takes to build effective boards.
Three years into my first chair role and I’m in the fortunate position to be working with a super smart group of trustees.
Supportive, challenging, open, empathetic and curious, our trustees are actively engaged in governance and generously share their expertise, wisdom and time across the organisation. With their respect for the excellent work the Executive undertake coupled with an impatience to drive strategic objectives forward, the trustees are bold in their ambition for the charity and comfortable holding the Executive to account.
Critically, the Executive values trustee input and has built strong connections with individual board members.
The beginnings of effective boards
It sounds like the nirvana of boards. Fortunately, I inherited a well-functioning board with sound governance practices.
Since then, for good and positive reasons (not least in pursuit of greater diversity of thought and perspective), we’ve made seven new trustee appointments.
Board culture had the potential to fragment with so many new additions plus a chair new to post. That didn’t happen.
The interesting question is: why? Here are three areas that contributed significantly.
1. Foster a positive exec and board dynamic
We have an excellent CEO and Executive team at the helm, all of whom are expert and confident in their dealings with the board. The dynamic is productive rather than performative, constructive rather than combative.
The board is keen not to focus on ‘marking the Executive’s homework’ and the Executive are open and transparent about challenges they face.
There is a culture of ‘no surprises’ which is invaluable in getting ahead of emerging situations. We joyfully celebrate success, are comfortable with a test-and-learn approach to the work, and are supportive of innovation.
We are confident to question, constructively challenge and show curiosity. This dynamic has provided a strong foundation for the board and exec to work effectively together.
2. Work towards creating a board culture of trust and openness
In my experience, successful groups emerge from a basis of trust and familiarity. In most situations, we tend to feel more confident to speak up with a different perspective or opinion when we know people better, when we feel safe working with them, when we can be ourselves.
With seven new board members in less than two years, creating trust within the board was key if we were to have challenging conversations and constructive differences of opinion. Investing time to get to know each other, build relationships and a sense of common purpose has been key.
Tips to build relationships and create common purpose
Some of the things we’ve done to support relationship building:
- The chair meets with each trustee at least once a year to discuss strategy, board culture, ambitions, priorities, concerns and contributions.
- The CEO also meets with each trustee during the year. A great opportunity for trustees to get a deeper insight into the workings of the organisation and build a strong rapport with the CEO.
- The chair and CEO have weekly calls and monthly longer 1:1s. Sometimes they’re functional, other times strategic and occasionally an opportunity to catch up over dinner.
- Individual trustees meet with other members of the Executive to share expertise and contribute to projects.
- New trustees buddy with existing trustees and are supported with a detailed and thorough induction plan.
- The chair has calls with trustees to discuss papers in advance of meetings and follows up with trustees after board meetings to get feedback which is then shared with the Executive.
- Trustees are members of at least one committee and volunteer for other specific working groups which helps cross board and organisational relationships.
- And we aim to have a relaxed dinner or lunch before or after board meetings with the Executive.
There’s no doubt more we could be doing or doing differently. We’re learning as we go.
3. Hold the chair to account
Patrick Dunne, author of the book Boards, once told me that a good chair needs not to assert their opinion as a matter of course. Rather, they need to lead with a light touch and facilitate robust, deep and thoughtful conversations to which they contribute. A case of setting aside the I, me, my as it were.
I hold his advice dear but what if I don’t follow it? Or worse, go rogue? How then to hold the chair to account?
With that in mind, we introduced an annual chair’s appraisal. Members of the board devised the process. All trustees are engaged, along with the CEO and board secretary. Results are shared with trustees and the CEO, and the chair provides further commentary on the feedback/scores. Important points are extrapolated for broader circulation.
The approach provides transparency and accountability which helps build trust among the board and Exec – albeit being a little nerve-wracking for the chair!
Effective boards: a moment in time
We appreciate the benefits of a well-functioning board, especially in a constantly changing and increasingly challenging environment. This is a moment in time for us. We are humming along, holding dynamics in a positive balance.
But we recognise that testing times are no doubt ahead. And when they come, we could find ourselves in a very different situation. Hopefully, with these foundations, we will be equipped to lean into challenges as they come our way.
About our guest author Carrie Stokes
Carrie Stokes joined Turn2us as chair of the board and Elizabeth Finn Homes as a Non-Executive Director in April 2022. Carrie is an independent strategic brand consultant and executive facilitator with 30 years of experience influencing and advising boards and executive teams in the private and not-for-profit sectors.
