The Meaningful Governance Project

Counterintuitively, trustees want to contribute actively to your institution's success. As an executive, your primary role is to align stakeholders with the mission, starting with the Board of Trustees. The key to engaging trustees is involving them in impactful governance work. This requires setting clear expectations that their role is focused solely on governance, not operations, and aligning their efforts with your strategic priorities.

The Value of Engaged Trustees

High-performing trustees, like "A" players, want to make a difference. They are often seasoned professionals with expertise surpassing that of your staff. Rather than being treated as honored guests, they seek to be productive team members. To maximize this resource, you must establish clear governance expectations while providing meaningful opportunities to contribute.

In my experience working with trustees, their universal desire is to make a positive impact. They reject roles as "rubber stamps" and instead want to drive progress. I've witnessed how presidents and trustees, despite good intentions, sometimes fail to build the cohesive team their institutions need. My programs and processes address this gap, helping busy presidents engage their boards in governance work that fosters purpose, commitment, and loyalty from the top down.

Building an Engaged Board

I've developed processes to create an active, engaged board through strategic governance work. By demonstrating how you maximize every resource—including the board—you set a powerful example of leadership. The most effective way for trustees to understand your management style is to experience it firsthand.

However, identifying meaningful governance work is only part of the solution. Trustees also need tailored professional development to succeed. Most trustees, like their presidents, are accustomed to operational roles in their professional lives. Governance is a distinct domain requiring insightful, experience-based preparation. Ongoing professional development, aligned with strategic priorities, reinforces the president's focus on operations while clarifying the board's governance responsibilities. Rest assured, there is no shortage of governance work to be done.

Cautionary Advice

Meaningful governance work is rarely effective during major transitions, such as hiring a new president, navigating a crisis, or preparing to step down. During these times, prioritize addressing the immediate challenge. Once stability returns, shift your focus to engaging trustees in meaningful governance.

How to Get Started

Here’s a clear plan to engage your board effectively:

1. Explore Free Resources: Use the free tools on this site to begin guiding your trustees toward a more fulfilling experience, enabling them to have a transformative impact on your institution.

2. Schedule a Consultation: Contact me for tailored advice, guidance, or support in identifying, managing, and sustaining meaningful governance work.

3. Engage Your Board: Communicate your desire for their active involvement and explain how their engagement strengthens the institution.

4. Implement Professional Development: Partner with me to design a professional development strategy, from coaching to comprehensive, turn-key programs.

Take the First Step

The key is to start now. Let your board experience your leadership directly. Build a trustee team that transforms your institution through active, meaningful governance.

"Board members are ineffectual not just because

they are confused about their role but because they

are dissatisfied with their role.” (Chait, Ryan, and Taylor, 2005)