Adapted from Board Members Rule: How to Be a Strategic Advocate for Your Nonprofit.

Before the board can govern the organization, it must be able to govern itself. The structure, customs, methods, training and actions of the board will have a huge impact on how effective the board can be. If the current board structures are not working, then you will need to change them. The structures that guide the board-both written (by-laws) and customary (habits)-will either create a stimulating experience or stifle it.

For instance, how does the board set meetings? One of the biggest challenges all boards face is scheduling, given the busy lives we all lead. While busy people can and do get things done, if you can make it easier for folks to participate, that can broaden the scope of who is on your board. Alternatives should be explored such as video conferencing, teleconferencing, online meetings, and chat rooms for board discussion.

Although the better practice is for the board to meet in person (communication is always best in person and some states require this), there is room for creativity. Check your state's regulations (e.g., California law states that "members of the board may participate in a meeting through use of conference telephone, electronic video screen communication, or other communications equipment"). This is the 21st Century; you can use email, voice mail, cell phones, and/or faxes to communicate and to increase involvement. Balance is the key. Consider creating a listserv to keep board members informed, but remember that too much email is a quick way to burn people out. Also consider meeting in different locations to accommodate those who must travel long distances, and experiment with a more informal meeting location (someone's home instead of an office).

Agenda, Minutes and Decisions
Setting the agenda and taking minutes are often greatly underrated as areas for board governance. A good board can be lost by a poor agenda and you will increase follow-up if the minutes record all the tasks that individuals agreed to take on. Every meeting should reflect the understanding that, as board members, your responsibility is to ensure that the organization's mission is carried out effectively. If you have developed a strategic plan, the agenda should use the plan as a tool for measuring progress. If the agenda focuses on strategic, forward-looking matters, and board members discuss items using a strategic advocacy perspective, this will generate discussion that is intentional and action-focused, rather than a tedious presentation of staff and committee reports. The goals and objectives are benchmarks for the board to monitor and can be included as agenda items. Are you meeting your goals and objectives and if not, why not? For "routine" and non-controversial action items, a consent calendar helps dispense with them quickly.

One of the most important documents for board participation is minutes, though people are rarely trained on how to take minutes. Minutes should summarize briefly the high point of discussion items, in particular those that led to decisions. Decisions should be recorded (often with votes) and all actions that anyone agreed to do, whether part of a critical decision or not, should be listed with a "who said they would do what, and when." This last point is often neglected and encourages a lack of accountability. Ridiculously long, "he said/she said" minutes are a waste of everyone's time. There may be an exception for a controversial decision or a very long and strategic discussion, but generally all discussions/decisions should be no more than one to two paragraphs.

Rather than a quick approval of the minutes, the board should review past action items and decisions and request updates on implementation of decisions from earlier meetings. Board and staff are therefore held accountable for what they have agreed to do. Too often boards let items slide and go on to new initiatives before past decisions are implemented.