Good boards understand their responsibility to uphold the highest standards of governance. Their positive reputation attracts committed board members. They care deeply for their members, the kaupapa of the organisation, and as a result, energy and impact are sustained over time.
They demonstrate this through celebrating the contributions of board members and the time and value board members give. They welcome the differing views of board members. They ensure all members are equally encouraged to contribute.
They take their accountability to funders seriously. They regularly acknowledge the work of their management teams, staff and volunteers. They demonstrate manaakitanga to partners and other organisations they connect with.
They listen to their communities and regularly seek community feedback on their performance and activities.
They understand their accountabilities and make sure they are capable of serving their communities by ensuring they have all the skills and xperience they need to do so. They respect the private nature of board conversations, and do not talk badly of board decisions or board members outside the boardroom.
Take time at the beginning of each meeting to check in with each other to demonstrate manaakitanga. Consider sharing kai regularly at meetings.
Get to know your new team member. Whenever a new member joins the board, recognise that the board becomes a new team, so take time to rebuild and invest in team development.
Take your accountability reports to funders seriously. Understand how you have used resources and ensure all funding is used to achieve the greatest impact for your communities.
Take time to thank those who support your board management, volunteers, funders, and each other.
Make sure your constitution and policy documents uphold the value of manaakitanga, by allowing board members to suspend their board roles if they need to take time out for personal reasons.
Care for your Chair. The Chair role is demanding and can be lonely. Ensure you respect this role and provide wellbeing support.
Take time as a board for regular self-reflection and review. Ask: “Are we still capable of serving our community?” “Do we have all the skills and experience we need?” Invest in board development and seek advisors to help if needed.
Have a clear process for resolving conflict. Identity tensions early and seek to resolve them as soon as possible, ask if they need a support person and ac t in an open and transparent manner.
Ensure all board members understand the principle of collective responsibility and the importance of board confidentiality. As a board member you are responsible for upholding board decisions, whether you agree with the decisions or not. Discussions and debates in board meetings should remain confidential unless you all agree to share. Boards often share their minutes or key messages but not the details of debate.
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