The Policy Governance® Ride

We took our kids to Disneyland. It was toward evening and we decided to go on the Big Thunder Mountain Railroad. We (including our young daughter) thought this was a quiet train ride. Our first hint that the ride might be a little -um - different than what we expected was after we were buckled in and had been given the advice to “hang onto your hats and glasses ‘cuz this is the wildest ride in the wilderness”.

Hopefully a director’s experience on a Policy Governance board doesn’t leave them feeling quite as surprised, out of control or subjected to the screams of fellow travelers as that roller coaster ride. However it can often feel much different than what one imagined or is used to.

So how can we make sure our new travelers aren’t surprised?

Minimize Rider Turnover

Term limits seem to be a standard part of any set of by-laws with many boards still embracing the traditional practice of board members cycling off after a set term. The traditional rationale likes to make the case for new blood. And while this can be an admiral ambition, an organization risks forcing good directors off the board and searching desperately for breathing bodies to fill the vacancies.

Orient New Riders

For some members of our family, the challenge of the Big Thunder Mountain Railroad was not so much the ride as it was the surprise. In somewhat the same way, director candidates need to be clear what the ride will be like so they can make an informed decision about whether they want to get on or not. All too often uninformed or under-informed candidates let their name stand (read coerced or strong-armed) to sit on a board. If the candidate has never sat on a board before, they will likely have no idea what to expect or what is expected of them other than the promise of short and limited meetings. If they have previously sat on a board they may come with the purview of a traditional board rather than a Policy Governance board.

Make sure Riders are Prepared 

Once the new director is buckled in they need to be oriented for the ride. It is exasperating when one loses one’s hat and glasses because one was not warned in advance. When a board has new riders, special attention needs to be given to them. They need a time of training; whether that is bringing in someone to train them or sending them away for training. The consultant who facilitated the implementation of Policy Governance may do that or the new rider can attend the introductory training offered by John and Miriam Carver.  www.carvergovernance.com/train.html

Have the Right Blood Type

Okay so the roller coaster analogy breaks down. Boards do need fresh blood, but not any kind of blood. It is important that the blood types match. Healthy boards will regularly look for outside expertise to address relevant issues – or transfuse fresh blood into the board. This education, expertise or new blood can be in the area of governance or relevant trends as it affects the organization.

So hang on to your hats and glasses; the ride will be different, but if you have an idea what to expect it can be fun.