Looking Forward Board meetings can sometimes feel like a drag, but they don’t have to be! Here are some common pitfalls and how to avoid them to make your board meetings more productive and engaging:

Clear Agenda

Without a clear agenda, meetings can easily go off the rails. This is axiomatic, but its importance is not often openly acknowledged. When was the last time you or the Board as a whole reviewed the agenda. Some simple questions about the order of the agenda or some of the topics included or not included on the agenda might initiate a useful review discussion.

Make sure your agenda is well-structured and focused on the most important issues. This helps everyone stay on track and know what’s coming next both prior to and at the meeting itself.

Time Management

Time is precious. If meetings run too long or spend too much time on minor issues, they lose their effectiveness. Allocate time wisely to ensure important topics get the attention they deserve, and less critical ones don’t hog the spotlight. When not managed well, it can lead to unproductive meetings where key issues are either possibly rushed or overlooked.

Some aspects that may be worth reflecting on include:

• Seeking to identify the most critical topics that need to be discussed
• Allocate specific time slots for each agenda item
• Encourage directors to review materials and prepare their thoughts before the meeting
• A consent agenda is frequently used by boards and groups routine, non-controversial items into a single agenda item that can be approved in one motion
• The meeting chair should guide discussions to stay on topic and within the allotted time by encouraging concise contributions and discouraging lengthy monologues

Role of Chair

It can be observed that strong leaders/chairs are key to a productive meeting. The chairperson or facilitator should guide discussions, keep things on topic, and manage any conflicts that arise. Good leadership keeps the meeting focused and productive. A strong chair can appropriately steer board meetings towards productive and meaningful outcomes. Here are some thoughts around their role:

• The chair sets the tone for the meeting and can foster a respectful and collaborative atmosphere, encourage open dialogue and ensure that there is active participation from all
• By collaborating with key stakeholders, the chair can develop a clear and focused agenda that prioritises the critical issues for the meeting to address
• Effective chairs guide discussions by keeping them focused on the agenda items and steer conversations back on track when they veer off course
• Through the allocation of time wisely for each agenda item the chair can ensure that discussions do not overrun
• Another important element for a chair is to ensure that discussions lead to clear and actionable outcomes by summarising key points and seeking consensus
• A good chair ensures that all board members have the opportunity to contribute as this inclusivity leads to richer discussions and more well-rounded decisions
• Finally, the chair may regularly evaluate the meeting’s effectiveness by gathering feedback from participants and reflecting on what worked well and what could be improved to help refine future meetings

Preparation

Effective preparation by all board members is crucial for the success of any meeting. When board members come unprepared, discussions can be shallow and uninformed. However, when participants come well-prepared, discussions are more informed, decisions are more robust and the overall meeting is more productive with better outcomes achieved.

What are some things to look out for:

• Ensure that all relevant documents, reports and agenda items are distributed well before the board meeting – general rule of thumb is to send materials out at least a week in advance
• When distributing materials, highlight the key points or sections that require special attention
• A clear and detailed agenda helps board members understand the meeting’s objectives and what is expected of them
• Encourage board members to discuss agenda items informally before the meeting
• Allocate particular tasks or topics to individual board members to research and present during the meeting
• The chairperson and longer serving directors should lead by example by coming well-prepared to every meeting as this commitment sets a standard and conveys the performance expectations the board as a whole holds

Inclusivity

Inclusivity is essential for fostering a collaborative and productive board meeting environment. When all voices are heard, the board can benefit from diverse perspectives and make more informed decisions. If one or two people dominate the conversation, it can stifle input from others. When all directors feel comfortable in sharing their thoughts and ideas and voicing their opinions, then a richer, more collaborative board discussion follows.

Here are some strategies to enhance inclusivity in board meetings:

• Establish a clear position for directors through a code of conduct to ensure expectations, especially for new directors. are set at the beginning of their tenure. Whether the code goes into the detail of including guidelines for speaking time, listening actively and respecting differing opinions is something for each board to decide depending on their history and context
• Rotating the speaking opportunities among directors by the chair inviting different members to share their thoughts on each agenda item can ensure that everyone has a chance to contribute and that discussions are balanced
• Some boards will implement a round-robin format where each board member is given a specific time to speak on a topic. The benefit of this is it ensures that all members have an equal opportunity to voice their opinions and prevents any single person from monopolising the discussion
• It is not unusual across many boards to have at least one director who may be less inclined to speak up. In this instance the chair should actively encourage quieter members to share their views.
• Promote a culture of respect and openness where all opinions are valued. And all board members can encourage their colleagues to listen actively and consider different viewpoints
• Regularly seek out feedback from board members on how inclusive the meetings are and what can be improved and then use this feedback to make adjustments and continuously enhance the inclusivity of your meetings
• In the event that certain individuals tend to dominate the board discussions, then seek to address this issue early and tactfully. Of course, this needs to be a private conversation involving the chair and the board member concerned with a reflection on the importance of balanced participation and encouraging them to be mindful of others’ opportunities to speak.

Groupthink

Encourage diverse perspectives and don’t shy away from disagreements. This helps to avoid groupthink and leads to better outcomes.

Groupthink occurs when a group prioritises harmony and consensus over critical evaluation of ideas, promotes divergent thinking and challenging arguments, and leads to poor decision-making. To avoid this, it’s important to encourage diverse perspectives and healthy debate. Healthy debate is crucial for good decision-making.

Here are some strategies to achieve this:

• Create an environment of open exchange of perspectives, where all board members feel comfortable expressing their opinions, even if they differ from the majority
• Designate a different board member to play the role of devil’s advocate during every critical discussion, where the person’s job is to question assumptions, challenge ideas and present alternative viewpoints
• Ensure that your board is composed of individuals with diverse backgrounds, experiences, and perspectives, and importantly are good at articulating their thoughts and unafraid to voice their dissent
• Implement structured decision-making processes, such as the Delphi method or nominal group technique. These methods involve gathering input from all members independently before discussing as a group, reducing the influence of dominant voices and promoting diverse perspectives.
• Foster a culture of critical thinking by encouraging board members to ask probing questions and seek evidence to support their opinions. Maybe, if necessary, hold a session on critical thinking skills to help members evaluate information more effectively
• Regularly review past decisions to identify instances where groupthink may have occurred and when reflecting on these examples, discern if there are any recognisable patterns and if so, develop strategies to avoid similar pitfalls in the future
• Regularly evaluate the dynamics of board meetings to ensure that all directors not only feel they are encouraged to participate but are in fact robustly participating and that diverse viewpoints are being heard

Thoughts on Potential Solutions

1. Create a clear and focused agenda with specific objectives
2. Encourage thorough preparation by distributing materials in advance
3. Facilitate effective time management, ensuring balanced discussions and time set aside for key decisions
4. Engage all board members by fostering open dialogue and encouraging diverse perspectives
5. Define action items and responsibilities to ensure clear outcomes and accountability

By addressing these common issues, your board meetings can be transformed into meaningful, enjoyable and, importantly, highly productive sessions that drive strategic decision-making and problem-solving.

DISCLAIMER: This article is general only in nature and is not advice.