Note: This guest post is from Renee Rubin Ross of the Ross Collective. Thanks, Renee!

One of the questions we often hear is, “What are the most excellent boards doing right?”

A while back, my colleagues and I wrote a series on the practices of high-performing boards. As we shared, high-performing boards successfully incorporate three overlapping strategies:

• They draw on formal practices such as term limits, board job descriptions, board orientation, board member contracts, meeting agreements, board goals, and board self- assessment.

• They incorporate informal practices such as relationship-building, empathy, compassion, trust-building, and willingness to fumble, repair, and embrace imperfection.

• They incorporate equity into all parts of their work. The people closest to the problems are working on the solutions. They consciously shift systems so that those out of power move closer to power.

What else are the best boards doing right?

Since writing the series, we’ve had the opportunity to work with several excellent boards who are guiding their organizations in exciting and caring directions. These boards have delighted us and encouraged us to reflect: What, exactly, are these groups doing right?

Here are two key ideas that the best boards are embracing right now.

1. Power With rather than Power Over

We hear about a lot of staff leaders who are afraid of their board. They tell us that board members are not transparent, make capricious decisions, or are condescending towards staff.

However, we’ve also engaged with fabulous boards who work collaboratively with staff members, utilizing Power With the staff rather than Power Over them.

What does this ‘Power With’ dynamic look like in practice?

• The organization’s strategic plan is created by the staff and board together, or the staff leads the creation of the plan with input from the board along the way. 

For example, Bike East Bay, who “mobilizes by bike to build thriving communities that are joyful, safe, and inclusive,” used a Design Team of staff and board members who guided the planning process. Most board and staff attended the day-long strategic planning retreat. Organizational goals were created by staff leaders with input from board members. The staff did most of the work on creating a one-year implementation plan.

• Staff leaders talk about the board in positive, collaborative terms. They cultivate collaboration and respect, rather than the fear that might result from the board having Power Over the staff.

• Board members ask, in detail, how they can support the work of the organization. Then they spend focused time reflecting with staff leadership to come up with a detailed answer. 

These board members are familiar with one traditional role of the board: they lead fundraising efforts. As board members hear from staff leaders regarding what they can do to enhance the organization’s work, their fundraising role is part of the conversation, but not the only part.

2. The board is comprised of community members who look like the staff and the people served

Traditionally, board members have been a source of financial support for the organization – to the point that someone referred to their board service as “the ATM for the organization.”

As a result, board members tend to be whiter and wealthier than staff. Much of the tension and power imbalance between the staff and board comes from this gap.

One positive change: more often, we are now seeing board members reflecting and representing the staff in terms of racial composition and experience as part of the community.

For example, for Youth ALIVE! (YA), an organization working on violence prevention in Oakland, California, most of the staff are Black, Indigenous, and People of Color (BIPOC); come from Oakland; and grew up in situations that YA is working to decrease. In addition, many board members are also from the community. 

For example, current board president Sarah Chavez-Yoell grew up in Oakland and founded a teen leadership program sponsored by YA. Now she works as Government Affairs Manager for Pacific Gas & Electric’s Bay Area region. Several other members of the board are past employees or were personally supported by YA.

What about checks and balances?

These boards are close to the community – and these organizations still create meaningful checks and balances regarding staff-board decision-making. The dynamic between the staff and board is one of positive collaboration, authenticity, trust, and transparency. 

Want to learn more? On September 26, I’ll be leading an online workshop as part of the Board Builders Symposium. My topic: how boards can better support and participate in strategic planning. I would love to see you there!