Category: Operational Guidance

Guidance in the form of written policy or other directives provided by a board to the organization’s management, guiding ‘the work’ of the organization.

Question #24 – Does Your Board Give Its Members Boardsmanship Guidance?

Rick Maloney

(49 Questions to Ask Your Board) [Board meetings]…were less orderly; had less time spent on student achievement; lacked respectful and attentive engagement across speakers; had board members who seemed to advance their own agenda; had less effective working relationships among the governance team; had fewer board members who relied on the superintendent for advice and input; had one member, other than the board president, stand out for taking excessive time during meetings; and did not focus on policy items. – Read More …

Question #23 – Does Your Board of Directors…Direct?

Rick Maloney

(49 Questions to Ask Your Board) Scenario: Bernie and Maria were discussing remarks made about the swimming pool during the public comment period at the Coalville board meeting. An elderly man had accused the board of reneging on an implied promise made during the recent bond campaign: “You folks need to understand that we paid for these facilities, and we expect them to be made available for our use.” “We need assurance that the swimming pool is accessible to retirees Read More …

“Skills for an Effective School Board Member” Article in the American School Board Journal

Rick Maloney

This article in American School Board Journal is the second in a series of articles about knowledge, skills, and dispositions needed by a new school board member.
Boardsmanship skills include connecting with the community, advocating for students, contributing to board meetings, referring issues for action, balancing confidentiality and transparency, each in appropriate situations, complying with law, etc. Other skills involve contributing to effectiveness in the board’s governance capacity.

Question #1 – Is Your Board Fully Prepared to Carry Out its Responsibilities?

Rick Maloney

(49 Questions to Ask Your Board) “Be Prepared. That’s the motto…When someone has an accident, you are prepared because of your first aid instruction. Because of lifesaving practice, you might be able to save a non-swimmer who has fallen into deep water… [You should be prepared] to become productive citizens and to give happiness to other people…to be ready in mind and body for any struggles, and to meet with a strong heart whatever challenges might lie ahead. Be prepared Read More …

The Three-Legged Stool of Board Leadership

Rick Maloney

This month’s edition (February 2023) of the American School Board Journal included a feature article that I wrote, describing leadership, including school board leadership, as a 3-legged stool. Here’s how they introduce the topic: School boards must balance responsibility, authority, and accountability to successfully govern, writes board trainer and long-time school board leader Rick Maloney. Here’s a link to that article: The Three-Legged Stool

Seven (Not So) Simple Rules for Board Success – Part II

Rick Maloney
RuleBook

Boards must assign responsibility for doing the work. They must delegate sufficient authority over the work to get the job done. And they must assure accountability for the work.

6 Focus Areas for the School Board

Rick Maloney

School boards should review 6 areas to help focus their efforts: the state, the community, the students, the district, the superintendent, and (most important) the board itself.

Gaining New Members? Renew Your Whole Board (Part 3 of 3)

Rick Maloney

The Board Takes Responsibility for Accountability  “Whenever the board gets a new member, a new board is formed.” Part 1 of this post introduced the idea of making the new members’ first day on the job one of intentional induction, not only for the new member but for the “new board” that is being formed. What if the board, seriously accepting responsibility for its own performance, took the opportunity to induct its newest members, while at the same time guiding Read More …

Gaining New Members? Renew Your Whole Board (Part 2 of 3)

Rick Maloney

The Board Takes Responsibility for Strategic Voice and Operational Guidance  “Whenever the board gets a new member, a new board is formed.” Part 1 of this post introduced the above (a traditional saying about boards) as rationale for making the new members’ first day on the job one of intentional induction, not only for the new member but for the “new board” that is being formed. What if the board, seriously accepting responsibility for its own performance, took the opportunity Read More …

Gaining New Members? Renew Your Whole Board (Part 1 of 3)

Rick Maloney

The Board Takes Responsibility for Board Readiness Most boards are underperformers when it comes to helping their newest members rapidly become knowledgeable, contributing members of the governing team. Except for the formal swearing-in that is mandated by law, boards leave professional development up to the individual, and for most new board members, that means the slow and haphazard nature of on-the-job experience. This is partly due to board members acknowledging the independent nature of elected (or appointed) office by keeping Read More …