Wisdom from Our Ancestors: Building a Dynamic and Resilient College Board Culture with Indigenous Insights
Reflections on Building a Dynamic Board Culture and How Ancient Practices Can Address Today’s Higher Education Challenges
#HigherEdGovernance #BoardCulture #SustainabilityInEducation #IndigenousWisdom #InclusiveLeadership #SharedGovernance #InstitutionalResilience #StrategicLeadership #LongTermThinking #CommunityStewardship
College and university governing boards are faced with immense challenges. Declining enrollments, financial pressures, technological disruptions, and shifting societal expectations make it imperative for boards to cultivate a culture that is both viable and dynamic. To meet these challenges, institutions must look beyond traditional governance models and embrace broader, more holistic approaches to leadership.
One source of inspiration can be found in the beliefs and practices of indigenous peoples, whose wisdom has shaped resilient, interconnected, and sustainable communities for centuries. From long-term thinking to shared governance, indigenous principles offer valuable lessons for how modern university boards can create a culture that is adaptable, inclusive, and rooted in ethical stewardship.
Seventh Generation Principle (Haudenosaunee Confederacy): Long-Term Thinking for Sustainable Leadership
Indigenous governance often centers on the Seventh Generation Principle, a belief that decisions should be made with consideration for how they will affect people seven generations into the future. For university boards, this principle emphasizes the need to focus on the long-term health of the institution, not just immediate results.
Application: Boards should prioritize sustainability and resilience in their decision-making. Whether discussing campus expansions, new academic programs, or financial strategies, the question should always be: How will this impact future generations of students and faculty?
Example in Practice: Long-term thinking can guide decisions around investments in renewable energy or sustainable campus practices, ensuring that today’s choices contribute to a thriving institution far into the future. Similarly, ensuring that academic programs remain relevant to future societal needs can help safeguard the institution’s reputation and vitality.
Reciprocity (Andean Indigenous Traditions): Building Mutual Benefit Through Shared Governance
Indigenous traditions emphasize reciprocity, the idea that communities thrive when there is a mutual exchange of benefits and responsibilities. For university boards, this principle highlights the importance of shared governance and collaboration between stakeholders—faculty, students, staff, and external partners.
Application: Boards should foster a culture of mutual benefit by actively engaging all institutional stakeholders in decision-making processes. Open dialogue and collaboration between the board and the broader university community can ensure that governance decisions are well-rounded and reflective of diverse perspectives.
Example in Practice: Boards could create formal advisory councils that include student and faculty representatives, ensuring that their voices are heard in major governance decisions. This reciprocal approach strengthens the board’s connection with the institution and encourages shared responsibility for its success.
Eldership and Wisdom: Valuing Experience and Knowledge for Deeper Insight
In many indigenous cultures, elders are revered as carriers of wisdom and knowledge. They guide their communities through challenges with the benefit of long life experience and deep cultural understanding. This reverence for wisdom is an important reminder for boards to value experience and thoughtful leadership.
Application: Board members should mentor newer trustees and share insights about the institution’s history, challenges, and achievements. This promotes continuity and preserves institutional knowledge while helping new leaders develop the skills necessary for effective governance.
Example in Practice: Boards could establish mentorship programs where senior trustees provide guidance to newly appointed members. This approach fosters intergenerational learning and helps build a cohesive governance culture grounded in shared experience.
Consensus Decision-Making (Anishinaabe, Zapatista, Māori): Fostering Inclusivity and Shared Responsibility
Many indigenous groups, including the Anishinaabe, Zapatista, and Māori, practice consensus decision-making, where decisions are made through dialogue and mutual agreement rather than majority rule. This ensures that all voices are heard, and the decisions reflect collective wisdom.
Application: Boards should adopt decision-making processes that prioritize inclusivity and ensure that minority voices are not overlooked. While consensus may take longer than traditional voting, it leads to stronger buy-in and more unified leadership.
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Example in Practice: Boards can allocate more time for in-depth discussions and encourage active listening. Additionally, fostering an environment where difficult or unpopular perspectives are welcomed ensures that all members feel empowered to contribute to the governance process.
Respect for the Land and Environment: Stewardship as a Core Value
Indigenous cultures have long emphasized respect for the land and the environment, viewing humans as part of a greater ecosystem that must be cared for and protected. In today’s world, universities have a responsibility to be good stewards of their resources, including their physical campuses, finances, and community relationships.
Application: Boards should embed sustainability and environmental stewardship into their core values. This includes making decisions that minimize environmental impact and preparing students to be future stewards of the planet.
Example in Practice: University boards can lead by example by implementing sustainable building practices, reducing the institution’s carbon footprint, and promoting environmental studies programs. This not only aligns with global sustainability goals but also reinforces the institution’s commitment to future generations.
Relational Accountability: Building Trust and Ethical Leadership
In indigenous traditions, relational accountability emphasizes the importance of maintaining trust and harmony within a community. Relationships, whether with people, the land, or institutions, are seen as sacred, and all actions are measured by their impact on the collective well-being.
Application: University boards should operate with transparency and ethical accountability, building trust with internal and external stakeholders. This involves maintaining clear communication, being responsive to community concerns, and acting with integrity in all governance matters.
Example in Practice: Boards can hold regular public forums where key decisions are discussed openly with students, faculty, and staff. This builds trust, fosters transparency, and allows the board to remain accountable to the university community.
Conclusion: A Path Toward Resilient Governance
Indigenous beliefs and practices offer profound lessons for university governing boards seeking to build a viable and dynamic board culture. By embracing long-term thinking, reciprocity, wisdom, inclusivity, stewardship, and accountability, boards can not only address today’s challenges but also cultivate a culture of resilience and ethical leadership.
In a time of rapid change and uncertainty, these principles provide a roadmap for governance that is deeply connected to the institution’s mission and its long-term sustainability. Much like the indigenous cultures that have thrived for centuries, college and university boards can build systems of governance that endure, adapt, and prosper—ensuring that their institutions are prepared to meet the challenges of today and tomorrow.
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Robert (Skip) Myers, Ph.D., advises and counsels college and university governing boards and their presidents seeking to optimize and align their joint leadership performance.
Follow him at Robert (Skip) Myers, Ph.D.