Board members are struggling to communicate effectively. How can you bridge the gap between them?

One of the best experiences I have had on a board of 27 people was having a retreat based on getting to know each other’s communication style. The exercise focused on defining if you were a north, south, east or west style communicator. We did the exercise determined who we where than partnered with folks to discuss. Sounds typical but it was not. I learned so much about my fellow board members that I needed to know. As a board you are a team headed toward the same vision but if communication gets in the way it will derail you. This helped me understand my teammate better and allowed us to align our vision.

Effective communication among board members is essential for organizational success. The article rightly emphasizes the importance of assessing individual communication styles to bridge gaps. Conducting workshops and using assessment tools can uncover these differences, allowing for tailored approaches that ensure every voice is heard. This strategy fosters mutual respect and understanding, creating a more cohesive and productive board. Such proactive measures demonstrate a commitment to improving board dynamics and overall governance.

A long time ago I learned when people don’t know what to do, they don’t do anything. Setting clear expectations, methods of communication & accountability are imperative for any board to function smoothly. I also think it’s important to set realistic goals. Board members also need to assess their level of commitment to the board in order to maintain effective communication.

I found that members'communication mostly depends on situations. The assessment of the changing situation is vital and important. It should come first in communication. Agreement on situations also help in moving in the correct direction collectively.

Starten Sie die Bedarfsanalyse mit dem Blick auf den Ist-Zustand. Wo l?uft die Kommunikation gut? Wo gibt es Herausfoderungen? Das Bewusstsein zu schaffen darüber, für wen welche Probleme bestehen, st?rkt das gemeinsame Verst?ndnis und das Engagement für alle folgenden Ma?nahmen.

In my experience working with both small and large boards, I found that communication gaps often arose from unclear expectations and misaligned organizational priorities. To bridge these gaps, it was essential to establish clear roles and open lines of communication. I encouraged regular check-ins, implemented shared platforms for transparency, and hired a board trainer to facilitate training sessions that improved team dynamics. By fostering an environment where board members felt heard and included, we were able to align on goals and work more collaboratively. Additionally, advocating for the appointment of a liaison helped address specific concerns, ensuring the boards operated in sync despite their different perspectives.

Embedded in the culture statement created by the board should be agreements that help to establish behavior and communication norms. These can include respect for differing opinions, patient, listening, and a desire to remain neutral on a issue. By allowing everyone to weigh in with their values and priorities about communication, board members will have a sense of belonging and believe that their voices matter.

Establishing clear communication norms is essential for any board. These norms should outline interaction guidelines, communication frequency, preferred channels for different message types, and expected formality levels. ? Ensuring all members agree on these norms and revisiting them regularly to accommodate changes in the board’s composition or organizational needs is crucial. ?This structured approach minimizes misunderstandings and ensures all members are aligned, fostering a cohesive and effective board environment.

To bridge the gap, you could start by creating a clear communication strategy that includes structured agendas and regular, concise updates. Also, hold face-to-face meetings whenever possible. Indeed, personal interactions can build trust and understanding. Additionally, I usually employ a variety of communication tools to fit different styles—some may prefer email, WhatsApp, or Telegram, while others respond better to collaborative platforms like Slack, Trello, or Notion.

Effective board communication is crucial in the digital age. As a CEO, I’ve leveraged user-friendly tools like project management software and instant messaging platforms to close communication gaps and ensure seamless access to essential information. The key lies in selecting platforms that are intuitive for all members, regardless of technical expertise. Offering training further ensures members feel confident using these tools, ultimately enhancing efficiency and fostering stronger collaboration across the board.

Apart from drafting a communication plan during the inception phase of the program. It's important to outline the roles and responsibilities of each board member using the project management tool -RACI Responsible Accountable Consulted Informed Each board member must know his or her level of responsibility, accountability, conditions to be Consulted or Informed. To sustain effective communication, I will utilize all available communication channels suited for each board member including a whatsapp or telegraph group chat to promote regular information sharing, discussion and agreement. I will make sure the regular board meetings are held as well as make sure all members of the board receive the report or resolutions.

Active engagement is a cornerstone of effective communication, as emphasized in "The Five Dysfunctions of a Team" by Patrick Lencioni. This book illustrates how encouraging all members to participate in discussions and decision-making leads to stronger outcomes. Implementing strategies like round-robin sharing and brainstorming ensures inclusive contributions while addressing power dynamics fosters open dialogue. By creating an atmosphere where everyone feels valued, boards can cultivate collaboration and innovation, ultimately enhancing governance and decision-making effectiveness.

For board members to make good decisions, they need three things: 1) Relationships with each other -- make time for them to connect as people, and to share their individual "why" for involvement. 2) Expertise in the field -- ensure they have basic working knowledge of your area of engagement, whether it's hunger, youth development, public health, etc. And train them to respect the advanced expertise of staff and outside experts. 3) Decision process -- the board chair needs to clarify how the group will work together, when and how formal decision happens, what will happen if the board cannot agree, the commitment expected even in dissent, whether/how decisions can be revisited, and which decisions are actually staff responsibilities.

You have to get in the trenches. Usually when you can't relate to your staff or those you are trying to help is because of an "Us v. Them" mentality. When in Rome, do as the Romans do! Once you live the live of those you believe or feel are different, you learn to become more empathetic of them and their conditions or mission. Become one with them.