Board Management
PRINCIPLES
According to the International Council Meeting Decision Book Board Management involves organising and coordinating the work of the board. We can distinguish coordinating the fulfilment of the board's activities and mediating when the conflicts arise within the team. However, such formulations do not fully reflect the essence of these tasks. The main responsibility of the President is to provide support at every possible level, which makes the actual list of duties vary depending on the circumstances. Nevertheless, managing a team of leaders, people who also lead others and are responsible for a specific area of activity, shall be based on a few basic principles:
- Never assume
When you are in a group of 6 or 7 different characters, it is difficult to make assumptions, so you shouldn't do it at all. Take time to get to know the people around you instead of trying to implement various theories you heard from your predecessors or found on the Internet. Each team is different and needs its own recipe for smooth functioning. Your way of managing the team depends on the characteristics and preferences of your team members so observe, take notes and be flexible.
- Be a leader not a boss
The Board does not need a boss who gives orders but a leader who understands its needs and is able to empathise with the situation. The position of President means nothing without the trust of the rest of the team. People have to work with you, follow your ideas because they want to and consider it right, not because they have been forced. Everyone does this job voluntarily so working on the right approach is necessary to maintain a good atmosphere in the team. You shall be able to make decisions and take the initiative, but at the same time you need to know how to create space for others.
- Don't be afraid of changes
The team is like a living organism that has to adapt to changing conditions. Evaluate your actions and decisions, check the solutions used on an ongoing basis because your relationships will develop over time and that will affect the way you work. The changes do not always mean the failure of the previous way and, no matter what, they prove that you strive for the best possible option.
- What happened with the Board...
...stays within the Board. One of the most important principles determining mutual trust. You need to be sure that Board meetings and discussions are kept strictly confidential so that you can freely discuss the most sensitive topics. You can always ask for advice some externals, e.g. Alumni, your international or national coach, when necessary but without informing the entire Network about internal arguments or issues.
- Prioritise team effort
Not only President is responsible for Board management. In fact, the whole team should maintain a proper atmosphere and adhere to the rules. Don't take it all on yourself and don't be afraid to demand action from others - others also need to pay attention to these responsibilities. Support and be ready to finally decide, but do not forget that you are one body composed of many elements, so close cooperation is the key to success.
TIPS & TRICKS
Build a habit of regular Board meetings. Once a week or two is the optimal solution. Pick one mutually agreed date and remind team members to adjust their weekly schedules so that everyone knows when is the time reserved for the Board.
Build the agenda of the meeting together. Plan meetings in advance, think about all tasks in the near and distant future, but also leave a room for your team. Their own contribution will involve them more in the meeting.
Try to keep everyone informed about the current activities of each area. Regular reports help. You don't have to present every detail, but everyone should be aware of what is happening and ready to help when needed.
Talk to each other outside of formal meetings. This helps in building a bond between you, both when it comes to work-related and purely private topics. It will also help you to get to know team members and their way of working better and faster.
Organise joint activities. Whether it's physical or online, spend time together in a way that suits you best. At the end this is your year and you should enjoy it to the fullest.
Don't be restricted to your areas of activity. If you see that you can help someone who has a harder period, take this time, give advice, take over some tasks. Good pays back!
If you feel that there is growing tension in the team for some reason, organise a meeting during which you will be able to talk openly about what is bothering you. No claim or pretence, on neutral ground. Sometimes it is better to say some unpleasant words honestly to yourself than to deal with a decaying Board later.
Keep your back towards the Network. On the inside you may have temporary problems and argue about various things, but in external contacts you absolutely represent unity.