Can you recall the time a decision was made at one of your Board's meetings that didn't sit right with you? It wasn't so much what the decision was. Rather it was the way in which the decision was made. Power plays, intimidation, impatience, over-spiritualizing, haste borne of the pressure of time. Many factors can stand in the way of the good process that leads to sound decisions. Following is a description of one of the twenty competencies required in successful board members. It comes from the Board Member Competency Audit that GovernanceMatters.com offers to your Board of Directors in an effort to help board members develop their gifts.
Process Orientation - makes decisions and seeks outcomes by consistent application of a logical sequence of agreed steps.
The best decisions come from a consensus based on information, discussion and debate. This is achieved only by following a process of an agreed, logical sequence of steps. Decisions that take account of the thoughts and perspectives of all Board members are likely to result in the best outcome.
Involvement of all members takes time and a proactive or achievement-oriented chairman is usually challenged by the need to stick faithfully to process. Beware the Board whose decisions are made by a few members in the car on the way to the Board meeting! Coming to the Board table with a pre-determined decision and only requiring a "rubber stamp" is likely to overlook important information, leading to frustration and a devaluing of other Board members.
A commitment to "doing things right" through careful process rather than pushing through the ideas of a few or seeking quick solutions, prevents mistakes and people being hurt through thoughtlessness. Following all the agreed decision-making steps takes longer initially but ensures the best outcome. Decisions are more likely to be consistent, fair and transparent and have ownership and commitment.
The wisdom that an organisation accumulates through the years is captured in written policies and processes. Decisions are not dependent on the whim of a few individual Board members on any one day. Commitment to written process ensures that decisions are based on the wisdom gained through the years and prevents the Board reinventing the wheel.
Key Board processes include strategic planning, CEO and Board member reviews, decision-making, monitoring, measuring and conflict resolution.
Jennifer Loughlin, President
Creative People Solutions
Surrey, UK | 
