For those of us who have been college or university presidents for 10 or more years, there is no doubt that the prevailing mood in our boardrooms is quite different than it was a decade or two ago. Basic governance improvements and voluntary adoption of Sarbanes- Oxley reforms have become the norm. They have strengthened the ways board members exercise the various dimensions of their fiduciary responsibility.
In addition, a rare, indirect benefit of the cavalcade of news-media criticism of higher education is that board members are more attuned to the challenges facing even comparatively wealthy colleges and universities, including salary freezes, benefits reductions, and even layoffs. Trustees have higher expectations for information sharing and involvement than ever before. Their desire for more active engagement is natural. And it is to be welcomed. Yet for us as presidents, the old cliché applies: “Be careful what you wish for!”
Board engagement can be counterproductive if not well managed through a seamless partnership of strong board leaders and a decisive, confident president. Calls by board consultants to newer presidents to enhance board engagement are unhelpful if not accompanied by cautions as to potential pitfalls and suggestions for implementation. Wellmeaning trustees seeking more active roles can be disruptive if their efforts are not integrated into the overall work of the board.
Fostering board engagement, like many aspects of our jobs, involves more art than science. But the nurturing of a positive board culture involves intentionality as well as good instincts. It necessitates deliberate steps by the president and, equally, presidential deference to board leadership, especially by the board chair.
It begins, first, with the style as well as substance of the recruitment and orientation of board members. At Alvernia, trustee leaders are explicit with potential candidates about the way the Alvernia board does (and does not) do business and about the premium placed on candid dialogue before decisions and unified support in their aftermath. Board socialization is a second essential element. A board that enjoys playing together will work together better, especially in difficult times. Board members are more likely to speak their minds among colleagues whom they have come to know and like. A formal, multi-dimensional board curriculum is a third element that shapes productive trustee engagement. This involves an ongoing series of in-depth education sessions and attention to effective pedagogy that maximizes trustee learning. And we emphasize the importance of probing, challenging questions from trustees—both in committees and at the business meeting.
Board members themselves are key contributors to their collective learning. Even experienced board members have only limited knowledge about the academy, but all of them bring valuable external perspective. Along with their memories of their own college experience, external perspective is the lens through which they approach trusteeship. And given the relative insularity of most collegiate cultures, this is an invaluable contribution to presidents as well as to their boards. We all know the secular trinity of a board member’s roles and responsibilities—time, talent, treasure—or the more whimsical version— work, wealth, wisdom, and wit. I think the secret sauce for promoting constructive trustee engagement is a presidential focus on leveraging trustee talent and wisdom, both individually and collectively.
With high-performing boards, some of this happens organically. But presidents need to shape opportunities for board members to share insights with each other as well as with us. Much of this happens best at board committees, so we must ensure that our vice presidents manage and support but do not dominate committee meetings. As at board meetings, the premium must be on trustee deliberation, not staff reports.
Along with the development of our senior team and a candid, collaborative relationship with faculty leaders, the health of our institutions and our effectiveness as presidents depend on our success in working with board leaders to build and renew a high-performing board. So embrace the future. Inform and educate board members. Guide and manage, but don’t stifle board engagement. In collaboration with your chair, nurture the board culture. And be sure to enjoy the process!
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