Effective Practices of a Strategic Board Chair

1. Effective Practices of a Strategic Board Chair Board Chair Session Sally Revere, fmr. Chair, UCDS, Member, PNAIS Board Sonja Gustafson, fmr. Chair, Meridian School, Member, PNAIS board

2. ISM Research Finding #1 • “The Board Chair placed great emphasis upon continual strategic-Board-focused training and education within our Board.” • Conversations with Head to assemble great line-up of speakers for Board meetings • Encourage board to attend PNAIS and NAIS Conferences • ISM newsletters and other articles in Board packets • Read a common book as summer work • As Chair, foster culture of learning within Board

3. ISM Research Finding #2 • “The Board Chair vigorously sought to establish a “strategic focus” in all Board sessions and activities.” • Meetings should reflect your Strategic Plan • Annual workplan will drive sessions and activities • Create a Topics calendar for upcoming year • List of topics comes out of the Board self-assessment • Consider using a Strategic Agenda • Google: “Strategic Board Agenda Boardnetusa” • Include mission statement at top of agenda or on walls • Discuss what strategic objectives are being met as the conclusion to decision-making processes to emphasize the point

4. ISM Research Finding #3 • “The Board Chair publicly presented and explained the annual Board agenda orally and/or in writing.” • Example of committee goals document sheet • Goals come from Strategic Plan, Board self-assessment, Head’s vision • Websites: PNAIS and NAIS, BoardSource.com

5. ISM Research Finding #4 • “The Board Chair vigorously sought a “professional” culture within our Board.” • Keeping Board members on track – having meaningful work where they add value • Committee recruitment – the right people for the right job • Dilemmas: CEO and Firefighter

6. ISM Research Finding #5 • “The Board Chair Board Chair was a charismatic person.” • Notice this is the only mention of a personal characteristic • Everything else is an action • Celebrate charisma if you’ve got it! • This might be a factor in Chair recruitment?

7. ISM Research Finding #6 • “The Board Chair communicated high expectations for individual, committee, and whole-board performance.” • Know the Mission and refer to it • One-on-one meeting yearly with trustees • Set the tone in each meeting • Including starting punctually! • Annual Board retreat • Use your Board Assessment as a tool for accountability

8. ISM Research Finding #7 • “The Board Chair gave public positive reinforcement to deserving Board members and others in all categories.” • Even your stars need to be praised! • Taking opportunity for rituals, celebration • Note how highly this ranks

9. ISM Research Finding #8 • “The Board Chair followed up with Committee Chairpersons regularly regarding progress toward committee charges.” • Keep your committee chairs on your speed dial • Set a tone of regular communications and expectations • This is particularly helpful to avoid apprehension when you do call

10. ISM Research Findings

11. Notice! • This list has more to do with Board Chair actions, not personal characteristics. • Your Head is more highly valued on who they are, less specifically on their day-to-day tasks. • Eg. respectful of others, flexible, supportive, high moral purpose and clarity, supremely ethical, predictable.

12. What is missing from this list? • A collegial, engaged relationship with Head of School. • Weekly meetings, reading a common book, planning annual goals, going to conferences together, being a sounding board • Strategic agenda for meetings: making the most of your time as a board • An inquisitive Chair who knows how to use resources for new/different perspectives • NAIS Trustee Handbook, Boardsource/NAIS/PNAIS websites, listserves, mentors/buddies, workshops

13. Questions? • Thank you for your time!