Every Safe Space Has a Story: How to Enhance Boards as Safe Spaces

The 24th of April is special in the World YWCA calendar. I fully embraced the theme for #WorldYWCADay2023 , “Every Safe Space Has a story”, which continues to explore the power of “safe” spaces.

Many models have been developed by various organisations defining what is considered to be a safe space. This carries values of diversity, inclusion, positive disruption, respecting difference, mentoring, shared leadership, feedback among many others. Even my own organisation Rozaria Memorial Trust has been innovating with Nhanga as a culturally rooted innovation of safe space.

This year, as I join my YWCA sisters, across the world, I want to share some insights on that special space that young women also occupy that is called the governance space, this could either be the Board, a Committee or an Assembly/World Council. This is the space in which women inter-generationally share power and lead together. It combines those who have served in other Boards, at other levels and those who are coming in for the first time.

The World YWCA constitution is one of the most radical and feminist.?It prescribes a quota for young women. In my last Council as World YWCA General Secretary in Thailand, 2015, 60% of young women elected to the Board were young women. A transformative decision, calling for even deepening the Board as a safe space.

Drawing on my experiences of over 30 years in various organisations including the World YWCA, for a Board to be a safe space, it must at least include the characteristics and values below.

1. The Board must have clear rules and procedures that enable positive dissent and feedback, mediation and remedial actions. Many Boards suffer from intrigue and underhand politics because of lack of clarity on procedure on handling these sensitive issues. This can leave the young people or new members, frustrated, confused or co-opted without understanding the underlying dynamics.
2. The Board must have internal awareness of the power dynamics within the Board and the organisation which often influences quality of the governance space. Visible, invisible and formal power must be named and shared. This supports the levelling of perceptions. In some organisations Board members come from members with higher financial contributions to the organisation compared to others; and others have more strong programs and visible public leaders than others.
3. Race, cultural and privilege dynamics manifests in some many ways, expressed in privilege, use of language, ability to contribute. This is much more so in international organisations where at times Board members are expected to contribute, and some young woman from the global south struggling with school fees and raising a family may not have savings to spare compared to her Board colleague who is a retired professional. Solidarity and a shared focus on best interest of the organisation is key.
4. Communications in the governance space must be empowering, encouraging, and understanding. Some boards have threats, intimidation, subtexts and pure let downs that then does not foster a safe environment for participation.
5. The diversity of expertise, experience and clarity of rules of the house much be complete and adequate enough to deal with any infractions, with respect, dignity and due process; while offering solid leadership and guidance on policy and vision.
6. A safe space for leadership should foster critical thinking, collective problem solving, feedback, co-mentoring, for results, and fostering visionary & transformative leadership. Board periodic reviews and evaluations must will continue to deepen positive organisational culture that is safe, empathetic and has inbuilt self care of the organisation.

Again, a join in celebrating this amazing movement nurturing our collective efforts for women’s enjoyment of their rights and for us to lead in a world of contradictions an possibilities, steeped within the ethos of its Christian, ecumenical and feminist values.