by Steve Adubato, PhD

Serving on a board can be a gratifying experience. It could also be frustrating and confusing. Much attention has been given to the role of corporate boards in the post-Enron era. But corporate boards aren’t the only ones people serve on. Professionals are on boards of hospitals, volunteer organizations, community and cultural institutions or the local little league.

Regardless of the type of board you serve on, there are some important questions (mostly about leadership and communication) that every board member should ask to maximize their contribution.

Q—How involved should a board member get in the day-to-day operations of the organization?

A—Short answer, not very. Many board members are confused about the role they should play. Your job isn’t to run or lead the organization, but rather provide broad policy direction and insight to the management team, lead by the CEO. When you find yourself doing as much operational work as members of the management team, it’s time to reevaluate and adjust. A board member’s contribution isn’t measured in volume, but rather in impact.

Q—What are the most common communication mistakes board members make?

A—Directly communicating with staff without informing the CEO is risky business. Some board members believe it is their right, and in fact their responsibility, to call individual managers and either request information or challenge their actions. Regardless of your intentions, if board members don’t communicate through the CEO, confusion, conflict and controversy are sure to follow.

• Some board members take an adversarial tone in their communication with other board members as well as the management team. They see themselves as a “crusading prosecutor” or “interrogator,” distrustful of those around them. Again, unnecessary conflict is the predictable outcome. Board members can confront difficult and challenging issues with colleagues and staff without being personally offensive or contentious.

• Another big mistake some board members make is forming alliances and secret “partnerships” with other board members in an effort to push a specific agenda. Collaboration is fine, but when these relationships cause board members to lose their objectivity and open-mindedness, bad things happen.

• Finally, some board members just don’t listen. They are so focused on communicating their point of view, that they don’t hear anyone else’s.

Q—What are some of the best ways of contributing to the success of your organization?

A—The first key is to avoid the mistakes described above. Beyond that, board members can do the following:

• Develop a collegial and supportive relationship with other board members as well as with members of the management team, particularly the CEO. The more people see you as a person they can “come to,” the more valuable information and insight you will be exposed to.

• Proactively find ways to be supportive and helpful of other board members as well as the management team. By reaching out and offering assistance, you will communicate the message that you are a “problem solver” and a valuable resource—two attributes of any great board member.

• Identify one or two areas of particular interest to you and get appointed to a sub-committee of the board that addresses those areas. Don’t try to be a “Jack of all trades.” It is good to have a general working knowledge of the company or organization, but your greatest contribution may be through the committee system, which makes recommendations to the board as a whole.

Do you serve on a board? What is the most satisfying and/or most frustrating aspect of that job? Write to me and we’ll try to help.