{"id":8193,"date":"2018-09-25T13:38:10","date_gmt":"2018-09-25T13:38:10","guid":{"rendered":"https:\/\/www.naylor.com\/associationadviser\/?p=8193"},"modified":"2020-03-02T18:59:50","modified_gmt":"2020-03-02T18:59:50","slug":"the-boards-burdens-part-1","status":"publish","type":"post","link":"https:\/\/www.naylor.com\/associationadviser\/the-boards-burdens-part-1\/","title":{"rendered":"The Board&#8217;s Burdens: Part 1"},"content":{"rendered":"<h5><em>This is the first in a three-part series I will post in the coming months exploring the burdens that are (and are not) integral to board high performance. In Part 1, I will discuss why it is essential for association boards to accept the burdens that are critical to the work of governing and how they can eliminate others by thinking and acting beyond orthodoxy.<\/em><\/h5>\n<p>As I write in my new eBook, <a href=\"http:\/\/futureofgoverningbook.com\/?Source=AssociationAdviserWebsite\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Foresight is The Future of Governing: Building Thrivable Boards, Stakeholders and Systems for the 21<sup>st<\/sup> Century<\/em><\/a><em>, <\/em>\u201c[a]t a time when the conversation about the future of work is front and center in business books, management publications and the media, association decision-makers must embrace governing as a critical form of work that requires its own process of reinvention.\u201d A critical part of that reinvention must be for boards to accept that the voluntary choice to serve requires shouldering certain burdens that come with the work.<\/p>\n<p>Some of the burdens of board service take a predictable form including, for example, the need to prepare for, attend and fully participate in face-to-face meetings and conference calls. It is the deeper, demanding and non-negotiable burdens, however, from which boards cannot insulate themselves out of a desire to feel a greater sense of comfort. For their part, association chief staff executives (CSEs) need to put less emphasis on increasing board comfort and instead concentrate board attention on strengthening performance to manage and capitalize on discomfort.<\/p>\n<h2>3 Board Burdens to Let Go<\/h2>\n<p>A different approach to reducing their uneasiness is for boards to let go willingly of burdens they carry as a matter of orthodox belief and yet are counterproductive to reinventing the work of governing for the future, including the following:<\/p>\n<ul>\n<li><strong>The<\/strong> <strong>burden<\/strong> <strong>of<\/strong> <strong>tradition<\/strong><strong>\u2014<\/strong>Boards are not the guardians of the past, nor can they allow their associations to be held captive to tradition. At their most benign, traditions represent routine choices made under different conditions that have been have repeated and rendered sacrosanct with the passage of time. At their worst, traditions are a continuation of the systems of patriarchy and privilege that have always benefited boards. Indeed, boards sometimes use the need to protect tradition as <a href=\"https:\/\/nonprofitquarterly.org\/2018\/04\/26\/fear-tradition-serendipity-unacknowledged-drivers-governance-strategy\/\">an intentional strategy to slow progress<\/a> toward the future.<\/li>\n<\/ul>\n<ul>\n<li><strong>The<\/strong> <strong>burden<\/strong> <strong>of<\/strong> <strong>representation<\/strong><strong>\u2014<\/strong>Regardless of their structure or method of composition, association boards do not represent the interests of specific constituencies. Boards must ensure that all stakeholder concerns about the future receive a fair hearing and must listen carefully to their implications. Boards cannot shape the future according to stakeholder preferences, but they can guide their associations and influence their broader industry and professional systems toward a preferred future. In this pursuing this work, however, boards must be candid with their stakeholders about the complicated questions and difficult challenges that are a part of navigating the powerful forces of societal transformation.<\/li>\n<\/ul>\n<ul>\n<li><strong>The<\/strong> <strong>burden<\/strong> <strong>of<\/strong> <strong>implementation<\/strong><strong>\u2014<\/strong>Boards must remove themselves from involvement in their associations&#8217; day-to-day work, full stop. Not only does board participation in operations reveal a fundamental lack of trust and confidence that is profoundly enervating for both CSEs and their staff teams, it consumes the board\u2019s finite attention and energy resources that should be directed toward learning with the future and integrating next practices to achieve board high performance. Board presiding officers need to keep their boards focused on the long-term pursuit of governing intent and avoid the distraction of operational administrivia.<\/li>\n<\/ul>\n<h2><strong>Next Month<\/strong><\/h2>\n<p>In Part 2 of this series, I will explore the integral burdens of board service and discuss how all contributors can work together to create a supportive context within which they share the burdens of governing for the benefit of their associations, stakeholders and systems.<\/p>\n<p>&nbsp;<\/p>\n<div class=\"clear\"><\/div><div class=\"author-info row\"><div class=\"col col-3\"><img decoding=\"async\" class=\"author-img\" src=\"https:\/\/www.naylor.com\/associationadviser\/wp-content\/uploads\/sites\/2\/2018\/02\/Jeff-DeCagna.jpg\" alt=\"\" \/><\/div><div class=\"col col-9\"><div class=\"author-info-content\"><h3>About The Author<\/h3>\n\t\t\tJeff De Cagna, FRSA, FASAE is executive advisor for Foresight First LLC in Reston, Virginia and a respected contrarian thinker on the future of associating and associations. Jeff advises and serves on association and non-profit boards, and he has pursued executive development in both the work of governing (BoardSource and Harvard Business School) and the work of foresight (Institute for the Future and Oxford University). He is the author of the new eBook, <a href=\"http:\/\/futureofgoverningbook.com\/?Source=AssociationAdviserWebsite\" target=\"_blank\" rel=\"noopener noreferrer\"><em>Foresight is The Future of Governing: Building Thrivable Boards, Stakeholders and Systems for the 21<sup>st<\/sup> Century<\/em><\/a>, produced in collaboration with Association Adviser, a Naylor publication. Jeff can be reached through <a href=\"http:\/\/chat.center\/foresightfirst\" target=\"_blank\" rel=\"noopener noreferrer\">online chat<\/a>,\u00a0on <a href=\"http:\/\/www.foresightfirst.live\" target=\"_blank\" rel=\"noopener noreferrer\">Facebook<\/a>\u00a0or on Twitter <a href=\"http:\/\/www.twitter.com\/dutyofforesight\" target=\"_blank\" rel=\"noopener noreferrer\">@dutyofforesight<\/a>.\n\t\t\t<\/div><\/div><\/div>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Association staff executives need to put less emphasis on increasing board comfort and instead concentrate on strengthening their board of directors&#8217; performance despite the discomfort of serving. To truly increase productivity, boards should let go of the board burdens of tradition, representation &amp; implementation.<\/p>\n","protected":false},"author":151,"featured_media":8198,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[31,1434],"tags":[1468,351,1469],"class_list":["post-8193","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-features","category-duty-of-foresight","tag-association-boards","tag-association-management","tag-board-governance"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.4 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>The Board&#039;s Burdens: Part 1 - Association Adviser<\/title>\n<meta name=\"description\" content=\"To truly increase productivity, association boards should let go of their board&#039;s burdens of tradition, representation and implementation.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.naylor.com\/associationadviser\/the-boards-burdens-part-1\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"The Board&#039;s Burdens: Part 1 - 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