CEO to CEO.

Q: What advice would you offer new board members about bow to become engaged and not be intimidated? What steps do you take to put new board members at ease?

The best advice I'd offer new board members is to read the background information sent by staff in advance of any conference call or meeting. If you have questions, follow up with the staff ahead of time. This lets the staff know that you've read the material and thought about the likely implications for the organization. It also allows the staff to gather relevant information to answer your question and share it with the board chair.

As a first step to put new board members at ease, conduct an orientation. Make sure the new board members are acquainted with each other, the continuing board members, and the staff. In addition to the business of orientation, allow time for social and networking opportunities. After orientation, take time to follow up with new board members individually, asking them for feedback or if they have questions about their role. Be supportive and welcoming. Let them know that you value their feedback and participation.

Sharon J. Swan, CAE Executive Director. American Society for Clinical Pharmacology and Therapeutics, Alexandria, Virginia; [e-mail]

Our organization encourages the buddy system for new board members to eliminate or curtail the intimidation factor. As in any social situation, some individuals are more dominant than others. In the same vein, there are some board members who need to have some kinship to someone else on the board. Another way to facilitate interaction is to literally pass the gavel. If you give everyone a chance to speak when they hold the gavel, you open the door to future interactions.

William Pawlucy, CAE Senior Vice President, Association Headquarters, Mt. Laurel, New Jersey; [e-mail]

There are several things we do to assist new board members. First, we pair up new members with a mentor in the senior class. The mentor meets with the new board member to give him or her the perspective. Second, we offer two orientations for new board members to discuss existing programs and policy issues. These sessions are presentations by board committee chairs and officers. Third, we include the new class in the fall board retreat so they get a jump on strategic planning prior to the start of their year on January 1.

That said, board members do need to do their homework and listen at the first couple of meetings. After that time, they will probably be able to ask good questions and more ably participate in discussions.

Karen L. Garst Executive Director, Oregon State Bar, Lake Oswego; [e-mail]

Most of my board members come from academia and as such are used to a collegial environment that shows up in the conduct of our board meetings where consensus is important. We assign each board member an area of responsibility such as outreach, awards, meetings, publications, and so forth so that he or she is the recognized party when discussion covers a specific topic. Some board members have standing committees that they chair and all have committees reporting to them. We also assign a senior staff person to work with each board member during the course of the year. Our electronic board book supplies members with reports and information in advance of our meetings and presents the occasion for online questions and answers.

Mark G. Doherty, CAE Executive Director, Institute for Operations Research and the Management Sciences, Linthicum, Maryland; [e-mail]

New board members should take the initiative to become more familiar with the organization. I like to have face-to-face meetings with each new board member and talk over lunch or dinner. This is an opportunity to have a couple of hours to get acquainted, talk about the organization's priorities and what the CEO needs of the board, and discuss ideas the board member may have for the CEO. New board members need to be well aware of their commitments and responsibilities. The chair and the CEO should be focused on helping new board members understand how to fulfill their duties and ensuring that support structures exist to help them effectively interface with the organization.

Antoinette Malveaux Executive Director, National Black MBA Association, Chicago; [e-mail]

Q: How do you deal with a non-functioning hoard member in a manner that isn't threatening?

Put non-functioning board members in charge of an ad hoc committee or a council as a board representative. Ask their opinions and challenge them in private. Draw them out in board meetings alluding to those private conversations that are positive. I have never had difficulty getting board members to participate. The quiet ones often have the most productive ideas--sometimes they just want to be asked.

Robert F. Rowell, CAE Chief Executive Officer, National Art Materials Trade Association, Huntersville, North Carolina; [e-mail]

One must assume that when board members volunteer, they have every intention of doing a good job with their assigned tasks. As we all know, good intentions may fall by the wayside as we pursue the everyday activities that pay our salaries. If action must be taken, my approach is to ask a member of the executive committee to explain how the lack of participation on the part of that individual is affecting the board's ability to function in the best interests of the association.

A non-threatening conversation works best. Something like, "We are all so busy with our daily business activities, I know how hard it is to get to those other non-essential tasks. I wonder if we couldn't help alleviate some of the concerns about getting all of the work done by enlisting support from other board members. We truly value your input and hope that if the responsibilities are too much, you will share this with us so we can develop an alternative plan." This approach enables the member to explain how he or she is feeling and provides an opening for this person to resign voluntarily.

Cecilia A. Balazs Chief Executive Officer, National Kitchen and Bath Association, Hackettstown, New Jersey; [e-mail]

If there is a problem with lack of participation by a board member, it is ideal for the top volunteer leader or the immediate past president to resolve the issue. The lead volunteer should have person-to-person communication to find out why the board member is not meeting his or her responsibilities. It may be that the board member is in the middle of a personal or professional crisis, and all parties need to be sensitive to that. Nonetheless, if important responsibilities are unable to be met, the lead volunteer needs to explore any and all options for positive change.

Timothy D. Kent, CAE Executive Vice President. North Carolina Association of Realtors, Greensboro; [e-mail]

It is always advisable to put a board member between yourself and a situation if at all possible. Right now I have a very strong chairman and we discussed the problem of non-participation right before she came into office. At her first meeting she went around the room, making eye contact with each board member, explaining that it is expected that they will each meet their responsibilities and be involved. She made it clear that if board members don't show up at a board meeting, she will be contacting them to determine their continued interest and support in serving.

Carol L. Watkins, CAE Executive Director, National Dental EDI Council, Phoenix; [e-mail]

Dealing with a non-functioning board member in a non-threatening way in a staff-driven association like ours is not difficult. Board members put forth the best interests of the membership they represent; serve as role models and spokespeople; and guide the association from a member's perspective. Non-participation may mean not attending meetings or providing input on key issues. In the case of meeting attendance, there is a standing policy that clearly spells out board member responsibility. As for inadequate input, our board has a board liaison who will intercede when a board member is not performing up to expectations. The board member in question receives constructive criticism from a peer, not a senior staff member. It relieves the chair from having to deal directly with this type of conflict during his or her one-year tenure. This approach also avoids putting me at odds with a board member.

Dan Maddux Executive Director, American Payroll Association, San Antonio; [e-mail]