Calling the board a “problem” may seem too negative, too discouraging a beginning. But we have discovered that there is comfort in knowing that the relationship between the board and staff is difficult and perplexing for all organizations. Yet, it is possible for the staff to become better board nurturers and for the board to become better organizational guides if both have a clearer understanding of the unique dynamics of board/staff relationships and of the factors that tend to most shape that relationship. This article explores how to bring those possibilities into reality.
Please note that our more recent publications have built on this, and other foundational pieces, written in the early days of Management Assistance Group (MAG) (now Change Elemental).