To boldly go: a new approach to Board and Board member development
We are used to hearing that more is being expected of housing association Boards, that Boards need to ‘step up a gear’. Board members who bring a breadth and depth of experience contribute much, but rarely have access to development opportunities geared to their expertise and requirements. Seminars and workshops are often targeted at newer recruits or the core knowledge and skills for good governance.
Board Masterclasses combine universal governance themes and important current topics with higher level skills, providing continuing professional development for Chairs and other senior, experienced Board members. They are fast paced, stimulating and quite hard work, and available in-house or through the new Community Housing Cymru programme for 2012/13. Most importantly they work!
But don’t take our word for it. We originally developed a programme of Board Masterclasses for one of the top 10 UK housing groups; a summary of the recent evaluation is set out below.
What were the benefits for individuals?
The Chair reported that enthusiasm for the Masterclass programme was universal, whether as a refresher for those with significant experience, or offering new ideas to less experienced members. Board members reported gaining from the process in a number of ways:
- acting as a refresher and a stimulus to reflect and think about doing things differently
- being better informed about the remit of the Board
- developing the knowledge and skills to be a more effective Board member
- gaining greater clarity about the unique perspective and contribution of self and others and increased confidence to play a more active role
What were the benefits for the Board team?
Members attributed a range of positive changes to the deepening of relationships between individuals including:
- knowledge of each other’s experience and the strengths that each person brings
- improved communication as a result of understanding the broader context of each other’s different perspectives
- an increased ability to challenge each other effectively
- improved team working
- a collegiate respectful approach
What difference did it make to Board performance?
Individuals felt strongly that participation in the Masterclasses had contributed to positive changes to Board performance:
- Board meetings had become more effective and efficient
- Board member contribution to meetings were now more even, with previously more confident, dominant members being less likely to dominate
- Board members now had higher expectations of Board meetings
- a clearer focus on the strategic role of the Board, with less time wasted on operational issues
Executive colleagues noticed the following performance improvements:
- debate and discussion within meetings more focused on strategy
- members able to take a view of the whole organisation rather than only focusing on their specific area of expertise
- members able to be more challenging without blaming
- more air time now taken by members who previously held back
The critical success factors
The ‘Masterclass’ approach.
This Board development approach differs from other approaches in that:
- sessions are short
- each session focuses on a clearly defined topic relevant to the specific remit, role and current development needs of Board members
- the delivery style promotes active participation of all members
‘The approach was so different ….the presenters weren’t telling us … but were expecting to draw the information and application of learning from us. The approach expected more from Board members than other training …The expectation was that we would take an active role in decision making as a result of the sessions.’
The relevance of the topics to Board Members’ current needs
The design of the programme fitted well with the changing role of the regulator and the increased emphasis on self-regulation, as well as internal changes. The Masterclass title aptly distinguished it from more traditional Board training and focused on developing from being ‘good’ to becoming ‘great’. Together the sessions formed a coherent programme, reinforced tried and tested messages and included a focus on both the internal and external work of the Board.
During the programme, the Board went through a number of significant changes, including downsizing, and members felt the programme supported the transition from the old to the new Board well. It was particularly helpful in identifying how and where members could best contribute in the future.
The quality of the facilitators
The high quality of facilitation was a key success factor acknowledged by all of the participants. The level of expertise and experience, combined with effective facilitation skills, brought different ideas, influences and objectivity. This diversity was valued, with each facilitator bringing their own style of delivery, ideas and personality to the process.
Linked to this was the emphasis on active learning and activities that promoted the inclusion of all. Effective time management within sessions combined with an ability to work flexibly to make the best use of Board members’ time.
The general approach of expecting Board Members to take responsibility for making best use of the sessions was described as: ‘The facilitators put a fence around the garden and then said get on and plant the garden.’
Patricia McCabe, Central Consultancy & Training, patricia.mccabe@centralconsultancy.co.uk