Improve Communications in the Board Room
Vonna Laue

This article provided by the Engstrom Institute

Communication between board members and church staff should be frank and open. Yet many boards and church executives interact infrequently and ineffectively. In fact, it's not uncommon to hear about church leaders who only interact with the governing board after key decisions have already been made.

Opening up the communication lines is imperative to establishing and maintaining an effective relationship. Start the relationship on the right foot and improve the level of communication by implementing the following tactics.

Know the purpose of the communication and state it. There are a number of reasons church leaders communicate with board members. Ask yourself if the communication is simply to inform the group or if it is to ask for advice or for a decision. Make sure the recipients understand the intention so they can properly review your request. Be aware of time sensitivities and constraints when communicating with your board; deadlines may influence procedures, and ultimately, decisions.

Be sure information given to the board is timely, relevant and accurate. Consider the impact of offering delayed or inaccurate information. Board members should be given the opportunity to review background materials in order to decide what's involved and what possible consequences each course of action will bring.

Anticipate the needs of the group. If there is a special meeting scheduled to review potential financing, prepare in advance information that would be helpful in this decision- making process and have it available to all members. Consider the agenda for the meeting and be prepared to answer any questions that may arise.

Use graphics for emphasis. It may be helpful to present information to boards and committees in a graphic format, rather than relying on numbers alone. Many of us are visual learners, and a graph will stand out much quicker than a spreadsheet or even a discussion. Offering handouts will allow the members to review the information later, as well.

Be receptive to feedback. Inquire of the members or the chairperson whether information is being presented clearly or if there is different information that would be valuable in their decision making process. Members' input should be viewed as a partnering relationship and not micro-management.

Don't overwhelm the board members. Sometimes presenting two succinct reports can be more valuable than presenting four. Making presentations clear and concise will help keep the important points from being missed.

Properly equip your board members. Individuals serving on a board are people with a willing heart to serve. Appreciate their motives and their abilities, and provide them with the tools and resources necessary to be successful in the board room. Here are some ideas:

• Provide new board members with such documents as charter, Bylaws, organizational charts and board contact information;

• Provide annual orientation and training of the operations and any aspects that would be important for them to understand;

• Provide suggestions on valuable committees and ad hoc groups; and

• Ask for ratios from your auditor to help with decision-making areas, such as debt financing.

Implementing the strategies mentioned above can improve the level of communication between board members and church staff. Forming a productive partnership can smooth the path to clear and solidly grounded decisions that everybody can fall in behind.

Vonna Laue is an audit manager for Capin Crouse, LLP, Colorado Springs, CO.

Reproduced with permission of Church Executive, (April, 2006) Copyright 2006. ChurchExecutive.com