The Goehner Group

Selecting board members can be a challenging process under the best of circumstances. When the selection process itself is flawed, however, the resulting choices can quickly and deeply harm the entire organization. Five issues make the choice of an excellent board especially difficult:

1. A denominational selection process: appointments are made without significant input from the camp
2. Good ol’ boy network: the same group runs the camp for generations
3. Organizational chaos: financial, staff, moral or leadership issues
4. Board transition: from an operational board to a policy board
5. Tunnel vision: agendas that continue from board to board

Recognizing and addressing the presence of one or more of these limitations requires a level of scrutiny and diligence that can be nearly impossible for many organizations,
short of allowing a qualified and external person(s) to provide an objective perspective.

If and when the organization has committed itself to selecting board members without allowing the aforementioned limitations to hamstring it, these four steps will provide quality results:

• Input: Although it’s a weakness among many denominational camps, the best ones seek out honest, comprehensive contributions from the camp’s board and staff before choosing new board members.
• Job descriptions: Great board members are attracted to great organizations, especially when camps spell out exactly what they expect from their trustees or directors.
• Term systems: My opinion on terms has changed somewhat dramatically over the last 10 years. Find appropriate ways to keep your best board members before they finish their term(s) and leave to serve other organizations.
• Orientations: At least a half-day orientation session for all new board members that includes a tour, interaction with staff, discussion of the strategic plan, a financial update, and a ministry report. Current board members are involved, helping orient new members to the organization, its mission, and culture.

Now, what about dealing with existing or potential roadblocks to effective board choices? Briefly, here are my suggestions:

1. Denominational choices: Does the camp or conference center really fit the mission and vision of the governing denomination or conference? If it does, the camp’s board and staff should have significant input into board choices. If not, the camp and denomination should both consider moving the camp to an independent, 501 (C)3 status.
2. “Good ol’ boy” network: It will stretch you, but choose new people with passion for your camp who think younger thoughts and are prepared to lead in new ministry paradigms. The college board on which I serve has had an enormous turnover over the last 15 years. It is no longer perpetuating the status quo via a small group of cronies, but operates as a mission-centered group of individuals with a passion for mission-driven results.
3. Financial and organizational troubles: The board must begin to aggressively restore faith and credibility in the organization before moving ahead with new member selections. Actions could include conducting a financial audit, hiring a consultant to do an organizational assessment, creating a payment schedule for creditors or re-structuring the staff alignment. [In the case of moral failure, repentance and healing are essential.]
4. Moving from an operational to policy board: This paradigm shift requires having board members who are ready to leave operations to the director and his/her staff while simultaneously enacting policies.
5. Stagnant agendas: Careful interviewing of potential directors/trustees and the provision of a quality orientation session will help everyone move beyond “business as usual” and focus on the future.

Accomplishing any of these steps requires a strategic ministry plan with workable goals and the courage to carry them out. Regardless of the board’s selection process, it must strive to keep the camp’s mission clear and operative. The mission is best served when the board concentrates on end results (not just the “means”), and pursues spiritual accountability as a board responsibility. When the board makes certain the camp is impacting lives for Christ, it is fulfilling its highest duty.

Questions/Action Points

1. Does your board have a plan to develop new leadership for the future?
2. Are your new board members asked to participate in an orientation?
3. Is your board active in the choice of new members who have a passion for the ministry as well as leadership skills, which will increase effectiveness?

• You can follow any responses to this entry through the RSS 2.0 feed.
• You can trackback from your own site.