Jonathan Swift astutely observed, “No one can be reasoned out of a position that he didn’t reason himself into.” We usually experience the truth of this when we attempt to argue with someone holding extreme political views. But we also encounter it when dealing with a dysfunctional Board. The received wisdom about what a Board should, could or ought to do is mysteriously ingrained in the sensibilities of so many Board members – some long-serving, but some newcomers as well.

Creating a Board that works is not achieved simply by convincing your Board to change but through a process. As with all planning work, the professional leadership must lead this process and work closely with appropriate Board partners and staff. The process starts with an honest assessment. Without judgment or entitlement, consider what is working and what is not, who is a correct fit and who is miscast. And what do you and your Board partners hope to achieve together. Be clear about what is most supportive of your work and working process, and realistic about the commitment and contributions Board members can make.

Through this diagnostic process, you will identify the aspects of your current Board and its working processes that can be changed or adapted to better serve the organization’s needs. Sometimes this means realigning how the Board spends its time to better address organizational needs. Sometimes there is a Board member who is miscast and needs to leave the Board. Whatever the case, the best way to enact change is to clearly identify the needs, take action and follow through.