Building your association board’s confidence is not a one-time effort. It's an ongoing process that requires transparency, communication, and mutual trust.
Sometimes it’s easier to lose your board’s confidence than it is to gain it...
That's why we’ve compiled a list of six suggestions to build up your board’s confidence. But before we get into those, I’d encourage you to consider these two things:
With that in mind, here are some suggestions to help build your board’s confidence in you, your management, and your team.
Has your board told you what they want? And have you listened? ... Have you even asked?
It's common to assume we know what our board wants because we think "That's how it's always been" or "That's what I would want if I were in their position." But have you asked them what they want? Are you asking the right questions when they request something new? Make sure you're aligned with their expectations from the very beginning.
If it takes several meetings to get it right, a significant amount of time can pass. This potentially erodes trust before you finally meet their needs. It's essential to invest time in understanding their goals and priorities for the association. Once you have that clarity, ensure that the information you provide aligns with their requirements.
Are you an iMIS user? This is where the reporting tools in iMIS® shine. They allow you to create interactive dashboards, well-structured reports, and tables of figures tailored to your board's preferences.
I wasn’t sure whether to put this one at the top of the list, the bottom of the list, or somewhere else. But I decided to put it second for a simple reason. If you take on the suggestion above, then the worst thing you can do is fail to deliver on your promises.
When you engage your board by seeking clarity on priorities, it’s essential to deliver and then keep delivering. Achieving those goals will rightfully earn you the recognition and accolades you deserve.
It’s just as important to take responsibility if you fall short or if necessary reports aren't ready for a meeting. Being accountable means acknowledging your shortcomings and openly admitting, “I didn’t manage to accomplish X.”
That said, you can't fulfill every request immediately. Just because the board demands a change doesn’t mean it needs to happen overnight. Establish realistic timelines and provide updates on your progress to show you're on course to meet their expectations.
With advanced accounting, a single data source, analytics, and engagement scoring, iMIS puts you ahead at the start. Easily create sophisticated dashboards and reports with drag-and-drop ease. You'll be more than ready for your next board meeting.
Your board members are ultimately accountable for the success of your association. This means they'll likely have many questions for you.
It’s natural to feel defensive when faced with intense scrutiny. But this can be a valuable chance to enhance your association board’s trust in you. Aim to provide clear and open responses whenever possible, or briefly clarify if you can’t. Stay well-informed and utilise your data effectively (more on that later).
Are you an iMIS user? Take advantage of reports and dashboards, and have them accessible during your discussions. Demonstrating that you can provide real-time information is very reassuring. I believe it’s always better to pause and pull up a report for an accurate figure, rather than risk giving an incorrect number and needing to correct it later.
Additionally, take the initiative by sending reports in advance of requests. When a question arises, consider if it might lead to further inquiries and address those proactively. This approach not only showcases your expertise but also boosts the association board’s confidence in your leadership.
You may think this is like my initial suggestion, but there's a key distinction. The first point focused on overarching strategy and reporting. But this one emphasises ensuring the board feels engaged in the implementation of their high-level strategies.
Is there a way for them to get practically involved? Perhaps through recruitment or participating in working groups that drive change within the association? It could be beneficial to simply seek their input on various matters.
Additionally, consider the unique skills your association board members bring to the table. They often possess experience and expertise that surpasses that of your staff. So, why not leverage that? Invite them to assist with projects.
By involving your board in the daily operations, they can witness your leadership firsthand. As they observe your capabilities, it will enhance their confidence in you—and you might even gain some extra help along the way!
While you need to listen to your board and respond to their requests, the board also needs to pay attention to your insights. They should be encouraging you to share your ideas and strategies for enhancing and expanding the association.
So, take the initiative to present your ideas, explain the benefits, and request their support for implementation. Then, make sure to follow through and deliver on those ideas.
Our educational guide highlights how a Single Source of Truth (SSoT) is the key to trusting your member data. We also show the 6 ways data silos are frustrating your members right now — and what to do about them.
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I've mentioned the importance of listening to your board and sharing strategies. The next step is not just to have an opinion, but to voice it. While there will be times when your board disagrees, you should always feel empowered to say "no" or advise against a particular course of action.
As I’ve already discussed, you should be ready to back up your position with data and information. Utilise the reporting resources available in your association software to strengthen your arguments. Learn about the key features of association platforms in our Ultimate Guide to Association Software.
If you say no the right way (without getting defensive or offended if overruled) your board will likely respect you for having an opinion. This can also boost their confidence in your management abilities.
Building your association board’s confidence is not a one-time effort. It's an ongoing process that requires transparency, clear communication, and mutual trust. By fostering open dialogue, demonstrating accountability, and providing the right knowledge and tools, you create a foundation of confidence.
When your board feels informed, engaged, and empowered, they will have confidence in you and the direction of the association. With these strategies in place, you can foster a thriving, resilient board that actively contributes to your association's success.
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