Although selection processes for boards are sometimes steeped in politics, this does not mean institutions are powerless in shaping the formation of their boards. Presidents and chairs should complete periodic assessments of their board’s strengths and weaknesses, note what skills each board member brings to the institution, and identify areas where the board may lack expertise.
It’s important to have board members with diverse experiences—for instance, those who understand complex financial matters, as well as those who understand academic matters. The latter might be retired college or university administrators, people connected with another segment of education, like secondary school administrators, or individuals who have had other education-related experiences, such as serving on a local school board or an advisory board of an academic program. Caution must be exercised, however, in seeking board members with prior education experience. Individuals with strong education backgrounds must understand that their role is to provide oversight, not management, of the institution.
Once a president and chair are able to identify people who can address specific needs on the board, they must help get them on the board. Various strategies can be used for each type of selection process.
- For appointed boards, the president can develop a relationship with the governor’s appointments staff and advocate that the board’s needs, and the people who could fill such needs, should be considered when appointing new members. Although some governors use appointments to reward supporters, presidents, as well as board members, can suggest potential candidates for consideration and perhaps influence the types of supporters selected. Presidents and board members must, however, take care and be thoughtful in their approach, lest their work be confused with political activity.
- When it comes to elected boards, presidents should be wary of engaging in any direct advocacy surrounding board elections since they must work with whoever is elected. Presidents can, however, develop relationships with political leaders and advocate for the consideration of certain skillsets they would like to see in people who are nominated for their boards—communicating the importance of nominating strong and competent candidates. In addition, current board members can discuss with candidates the nature of the board’s work, giving them a realistic understanding of what the position for which they are running will entail.
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