Good boards identify and acknowledge the mana of all. They seek to build positive, strong relationships among board members and with the communities they serve. They come together to focus on common purposes and value the contribution of each board member.
Work towards meaningful connections with the communities they serve.
Seek to have meaningful relationships with mana whenua and local iwi and hapū.
Look for ways to understand each other and the contribution each board member makes.
See fellow board members as diverse individuals with board work based on genuine engagement.
Trust and respect each other, even though they may not agree with each other.
Establish clear expectations of each other.
Use these strong relationships to deliver on the purpose of the organisation: to make good collective decisions, to challenge each other respectfully when needed, and to work together with mana and integrity.
Warmly welcome new members through pōwhiri, mihi whakatau, or other appropriate greetings, to grow connections quickly.
Ensure Te Tiriti o Waitangi partnerships are built on meaningful partnerships with local iwi and hapū, without expectations of active participation. Engage with Te Tiriti training to support boards’ responsiveness to te ao Māori.
Have reasonable expectations of Māori board members. Their roles in governance are the same as those of an y other members of the board, don’t expect your Māori board member/s to advise and solve all te ao Māori world view and operational matters.
Support new members to get up to speed through a planned induction process. This can include sharing information, arranging meetings with relevant people, and appointing mentors or board buddies for new members.
Include dedicated time and practices in board meetings focused on growing relationships, such as starting and closing each meeting with a karakia and discussing the relevance of the karakia to the meeting.
Create space outside formal meetings to get to know each other. Sharing kai/ food is a good connector. Find ways to stay meaningfully connected between formal meetings.
Show your board members that their contributions are appreciated and valued. Where appropriate consider Chair honorarium or paid board roles.
Good boards share workloads across all board members. Divide board responsibilities (by establishing committees) to draw on and recognise the skills and passions of board members.
Develop a Code of Conduct that outlines board members’ expectations of each other. Codes can cover board behaviours such as: board members committing to active listening and seeking to understand each other’s different communication styles; showing respect; and treating each other like whānau. A code of conduc t policy should be a living document and guide all board work.
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