Ben Tucker from Minerva on how effective boards adapt their approach in challenging times.
There are very few meetings any of us attend these days that don’t at some point reflect on the uncertainty of the times: financial fragility, funding challenges, long-term sustainability . . . We all recognise how difficult it is at the moment. In response, there are a lot of leaders in the museum sector who are thinking creatively and resourcefully, building partnerships and exploring solutions.
At governance level, I’m not sure that I encounter enough boards that have reflected on what these challenges of the times mean for how they behave and work. In my view good boards have been adapting by rebalancing away from oversight (“asking the difficult questions”) to collaboration (“working with the executive to develop/deliver strategy”).
In a period of time where there was more resource available, boards properly focused on ensuring compliance and providing oversight, but in a more testing period it becomes important to work together with, and support the executive in, taking courageous decisions, exploring new opportunities, focusing energies on what will make the biggest difference and – dare I say it – embracing risk. I’m not suggesting for one second that boards forget their role in ensuring compliance and propriety, but I do think this rebalancing is needed. What I see more often though is that boards retreat into the comfort zone of audit overdrive, poring over the details and demanding more and more data and papers from their executives, distracting them from activities that might actually be more beneficial in finding strategic solutions. Governance should always be about helping the organisation thrive. It isn’t an end in itself.
Over the past years, I’ve had the pleasure of working with a number of cultural organisations in developing boards that will support them in charting a way to a successful future. One such is AIM member the Cromwell Museum in Huntingdon which is planning a significant expansion including a capital development, and is contributing to the rejuvenation of the town centre. We’ve worked with them to find trustees who not only bring technical expertise (finance, learning, museums) but who will more importantly put the effort in to understanding the nature of the museum’s activity and take the time to learn and be available. Humility and courage are two factors rarely tested whilst recruiting trustees, but both are critical to performing well in the role.
In attracting good candidates for trustee roles, there are some things we’ve learnt that can help. Professionalising background materials for candidates does not need to cost a lot of money or take a lot of time but can make a big difference. A nicely presented document that sets out clearly the current context and strategy of the museum, and provides information about the current make-up of the board and the expectations of the role really helps. A crisp but actual job and person specification – even for a volunteer role – is really useful and provides re-assurance for prospective candidates.
It is also important to spread the net widely. You can post on LinkedIn, facebook and a lot of job boards (including on the AIM website for free for AIM members) without having to spend money. Galvanise current trustees to shake the trees, and reach out to relevant stakeholders. Not everyone has the budget to use an agency although it’s worth having the discussion. At Minerva, we’ve been finding creative ways of supporting clients in the sector with building their boards affordably.
Of course, getting the people appointed is only the start. Induction and ongoing professional development are important for supporting trustees in making an effective contribution, and fostering the right culture is critical. A topic for a different setting is the character and approach of the Chair, whose influence can range from extremely supporting to catastrophic. Very often the significance of the Chair appointment and the influence they have on wider culture is underestimated.
We realise that governance is a big concern for many AIM members and are always interested to get involved in a discussion or to provide support. Do get in touch with us if you want to talk at any time.
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