Creating a Culture of Accountability with Board Members
“I don’t know how to hold board members accountable.” This is something I have heard twice in the last four weeks by 2 frustrated Board Chairs and Executive Directors. The first was in reference to a fundraising campaign where board directors were asked to bring potential prospects to the table. Guess what? None were brought. The second was a board chair frustrated by directors not attending a meeting. It is not odd that both mentioned accountability. To them, specifically, accountability is something they value. But, is that shared by the group? “Much of the recent literature on organizational culture acknowledges the guiding and directing role of values as the primary component of an organization’s culture and employees’ behavior,” says researcher Kristina Jaskyte in Nonprofit Management and Leadership.
As I pondered on these situations and work with clients to address the issue at hand, the question that immediately came to mind was this: What type of board culture do we want to build?
Asking board members to develop a set of shared values that they create together is the first step in addressing the cultural issue at hand. This can be done in a board meeting setting, during a retreat, or even on an annual board evaluation form. Creating a culture of shared values is critical for high performing teams.
Does this solve everything? No. But then your next question is this: Now that we have developed a set of shared values, do these values encourage my support or participation? This is a difficult question. It encourages self-reflection for board directors. It allows them to consider if they truly want to be a part of the created and changing culture of the board.
Thirdly, consider asking, “What factors hinder these values from being lived out?” It may be systems. It may be specific people. It may be structures. Whatever it is, work as a group to brainstorm solutions to the hindrances at play. I am always surprised how there are times small hindrances, once removed, create big shifts.
Lastly, ask, “how will we ensure that these values are maintained?” This allows the group to create its own ways to hold each other accountable to those values created.
As the group then reviews its values regularly, its culture changes over time.
Is this easy? No. Is it worth it? Yes.
Keep in mind that self-reflection when culture shifts can have consequences. As new values are created and the group creates solutions to addressing what may be hindering progress, directors may need to consider “opting in” to the new values and recommit to their board service. They may decide, “This isn’t for me anymore.” If people decide to move on, that is okay.
How have you worked to create a system of shared values? How are you trying to shift culture? Drop a comment in the link below.