High Impact Board Facilitation Tactics for Chairpersons
High Impact Board Meetings are focused on collaboration amongst Management and the Board on a strategic imperative, not driven by reporting the latest results or management presentations. They are focused on a collaborative debate about how to accelerate the implementation of key initiatives.
However, this level of collaboration and debate requires unique facilitation tactics that are lacking in many boardrooms. Below are proven tactics on how to build a consistently impactful board meeting culture utilizing facilitation tactics that are built to engage the board and team.
What is your Facilitation Strategy - Clearly define the type of information and objectives needed for each agenda topic. . Anticipate board members' responses and plan for ways to support debate amongst the group. Collaboration does not come from agreement but from discussing different viewpoints.
Maximize Independent Voices - The independent board members should be expected to speak 80% - 90% of the meeting, with the CEO, Team, and Non-Independents providing answers to clarifying questions or asking probing questions to understand the recommendations of the independents. Does this seem impossible or implausible? It isn’t. It simply requires good meeting planning, timely information and a focused facilitation strategy.
Cut off Discussions - The chairperson must ensure that the discussion remains relevant to the topicand moves towards the objective. A great Chairperson must be prepared to (politely) cut short a board member's comment if it is not relevant. “Sideline” other items that come up for later discussion in or outside the Board meeting.
Be an Action Junkie - Action should be the goal of the facilitation strategy. Ideas are great but action is impact. Look for opportunities to facilitate the expansion of ideas into next steps and ways the board members can help or support the team. This creates High Impact.
Rule of Four - High Impact Board Meetings are never longer than four hours, have no more than four topics, and have four questions prepared per strategic topic. If this seems impossible you are doing it wrong.
Stay on Time - ensure the amount of time dedicated to each agenda item is adhered to. If a discussion is running overtime, the chairperson should consult with members regarding the prioritization of remaining items and decide whether to further the discussion or postpone it to another meeting.
Call Them Out - The chairperson should ensure that all members actively participate in the meeting. Silent members should be encouraged to voice their views, and dissenting opinions must be heard. Dominant members should be encouraged to (politely) get to the point. This approach ensures that all perspectives are considered, leading to more robust discussions and decision-making.
Minimize Repetition: Members should be encouraged to build on the remarks of others, rather than repeating them. Agreement should not be encouraged. Contrasting views and constructive additions among the Board Leaders should be the norm. This practice promotes a more efficient use of time and a richer, more dynamic discussion.
Check for Alignment: Before moving onto the next discussion topic, the chairperson should clarify with all participants what resonated with them about the discussion and what the next steps are, if any. This should also be done at the conclusion of the meeting, and it should include asking the Board Leaders what resonated with them about the Board meeting.
Track Decisions: All decisions and next steps agreed during the meeting should be noted and tracked, including the timing of the action, the person responsible, and any necessary resources, where applicable.
Evaluate the meeting: a High Impact chairperson ensures every meeting is evaluated to detect possible improvements and act on them for the next meeting. Boardology is designed to make this easy.
These facilitation tactics have been proven in over 2000 board meetings globally. When combined with an efficient preparation process it will transform your next board meeting. The outcome will be a more engaging, efficient, and effective meeting, and you will have taken your board one big step closer to High Impact, creating real value for your company. Board members and management will notice and thank you!