Reflecting on my time on the PCMA Board

I just returned from PCMA’s record breaking attendance Convening Leaders conference and board meetings in San Diego.? It was a bittersweet time for me as I just completed my two-year term as a Director on PCMA’s Board of Directors and it was simply the best board I have ever been part of.? I would like to share my thoughts on what being a board member means to me and I hope that you can be part of something this powerful in your career.

Over the last 25 years, I have been fortunate to have participated as a board member on over a dozen boards and just like anything else I do in my life, I internally evaluate my time?as well as what my role and my impact can be. ?

Whether I got asked to join a board or have had to apply to be on a board, I always took the time to ask myself the right questions before moving forward.? So many factors come into play for me when looking at volunteering my time on a board.? Am I passionate about the organization, the leadership and the team, the industry, the purpose, the other board members, is my expertise and experience of value to help, and can I learn from others and provide my authentic self??

One of the first things I do is look internally at the leader to better understand what they are looking for from me and what their goals are for the organization. ?I then evaluate whether my values, personality, style and expertise will fit with their approach and align with the organization’s future direction.

Participating fully on a board of directors can be one of the most rewarding experiences a person can have but it can also not be the right fit for you.? I have been on boards where my role was either ‘rubber stamping’ an already developed strategy or plan or being on a non-governance board where we discussed tactical details down to the location of the mascot at an event. Well, I have participated in all types of boards and one thing is certain, a well-run governance board and the right leadership can make or break your experience.

I personally thrive on working with others that have a growth mindset and who are passionate about what they do and will find innovative ways to move strategies forward.? Organizations need board members who don’t get mired down by conformity, those who can think outside the box and provide a perspective that is different and not always popular. Perhaps organizations could integrate a few disruptors and idea generators to participate on their boards to inspire more robust discussions and bring authentic conversations to the top.? I previously worked in an organization for 17 years where different styles, ideas and perspectives were the norm, and it was easy to bring my authentic self to work and I thought any board that I participated on would be similar but unfortunately it was not always the case.

Organizations won’t thrive if their internal executive team or board of directors placate the CEO or leader by agreeing with everything put forward to them. Open dialogue, transparency, different perspectives and opinions are what make for effective leadership and successful organizations.?

I remember clearly when one of my past bosses and mentor asked our executive team to read Patrick Lencioni’s books and in The Five Dysfunctions of a Team, the author describes the dysfunctions:

1.????? Absence of trust

2.????? Fear of conflict

3.????? Lack of commitment

4.????? Avoidance of team accountability

5.????? Inattention to team objectives

Each of these are important in creating a highly successful team as well as an impactful board of directors. The Fear of Conflict is one to keep a close eye on when on a board as we all know that conflict (conflict being a view that not all agree on) can be productive when people challenge and improve one-another’s ideas, and even better ideas result.? Team or board members who fear conflict spend time and energy being ‘nice’ to everyone and hold back their true opinions.? This means that they may not share conflicting information, and the team and organization lose the opportunity to confront awkward truths and perhaps ways to improve the result or outcome.

If a new strategy or idea is being presented to a board of directors to review and provide feedback, the best thing to do is to be honest and open as your perspective and expertise is your valuable asset on the board and your role is to help this organization be the best they can be. ?Awkward truths can be solutions to obstacles that may need immediate attention or will help further down the growth journey of the organization. ?Either way, speak up and don’t worry about if your perspective will be met with conflict or disagreement, a sound board of directors will respect your opinion and respect you for sharing it.

The current PCMA CEO, Sherrif Karamat, and board executive members ensured there was a welcoming and openness at our meetings, a way to make us all feel like we could say what we felt and thought without thinking of any ramifications to our perhaps different perspectives.? We had board members from over 10 different countries and cultures who were all in leadership positions, but all led in different ways with different styles.? I appreciated hearing from those with a more introverted style bring their feedback to the table as well as the more spirited ones that were consistently curious and provided their perspectives in a more robust but respectful way.? I felt everyone’s commitment to the purpose was second to none, which is Lencioni’s third dysfunction.?

Diversity on a board is a’ must have’ now not a ‘good to have’ anymore.? Diversity comes in a myriad of ways, and a good governance board ensures that the nomination committee or deciding person should follow a strong rating system that supports differences in the directors and not simply corporate or political positions that are advocating for their own self-promotion.? ?

I am so grateful for my time on the PCMA board – it has been one of the best and most rewarding experiences in the past decade.? This board has allowed me to grow as a person, learn from curious and inspiring minds, be on the two most exciting committees (Governance and Finance) and be part of a growth mindset room of leaders who are passionate, open, fun, smart, witty, and welcoming to all kinds of people and personalities.?

This amazing group of international leaders were not picked haphazardly, they were hand-picked for so many reasons based on many factors.? ?This board role allowed me to share my perspectives wholeheartedly without judgement and encouraged me to bring my authentic self to the table.? Thank you PCMA and the board members 2022 and 2023 for your trust, your insight and your friendship, I was honored to be part of PCMA’s journey alongside you all. Amanda Cecil Peter J. O'Neil, FASAE, CAE Kathleen Warden Gladys O'Mahony Gregg C. Leonard Hoops Diane Kovats, CAE, CMP Fernando Fondevila Leyton Ana María Viscasillas, MBA, CDME, DES, CED Brian Landers, CDS Desirée Knight, CAE, CMP Fellow, DES , Shameka Jennings, MTA, CMP, DES, CAE Veemal Gungadin Neil Brownlee Lauren Parr (she/her) , Annalisa Ponchia Baccara, CMP, CMM Stephen Rose Charles Starks Panos Tzivanidis Paula Rowntree l DES

The most amazing board relations person I have ever worked with is Yvonne Tibandebage. You are a one of a kind and we were all lucky to get to know you. Thanks for all your incredible work!

No board of directors can work so well together unless they have a fearless leader who embraces everyone for who they are and what they can bring to the collective – check your egos at the door.? Sherrif Karamat , that’s you!? Thanks for your inspiring and bold leadership and for your passion for moving the needle for the betterment of the business events industry.?

I hope you get to be part of something rewarding like this and all find the right organization and group of amazing people to bring your authentic self to the board table.?