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Talent as Strategy: The Board's Role in Building Capacity
By Dr. Brett Jacobsen, SAIS President
This month’s Governance Health Index focus, Talent Cultivation, focuses on one of the most consequential responsibilities of a high-functioning board. It centers on ensuring the people who lead and govern the school are equipped to advance the mission today and into the future. Talent cultivation is the intentional process of recruiting, developing, supporting, and sustaining high-performing, mission-aligned leaders at every level of the institution.
In the governance partnership, roles are distinct but deeply interconnected. The head of school is responsible for recruiting, retaining, and developing faculty and staff; cultivating a culture of continuous learning; and aligning talent decisions with strategic priorities. The board, in turn, sets the conditions for success by recruiting and developing strong trustees; investing in its own governance capacity; and prioritizing the professional growth and support of the head through evaluation, coaching, and mentorship. When either side under-invests in talent, the ripple effects are felt across culture, performance, and community confidence.
Key governance topics within this competency include board composition and succession planning, trustee recruitment and onboarding, ongoing governance education, head evaluation and development, and the board’s role in supporting retention of the head of school. Together, these practices shape whether a board operates as a static oversight body or as a learning organization committed to long-term institutional strength.
A Scenario to Consider
The scenario accompanying this competency is a familiar one for many boards. Trustees are deeply committed to the school’s success, yet the board has not consistently treated talent cultivation as a strategic governance priority. Time and attention are often directed toward immediate issues, leaving limited space for intentional discussion about board composition, leadership development, or long-term capacity. As a result, the board’s practices have not kept pace with the school’s aspirations, creating a gap between strategic intent and governance readiness.
How Boards Cultivate Trustee Talent
As you review the checklist below, consider where your board is being intentional and where there may be opportunities to strengthen governance capacity.
- We regularly assess board skills and composition against strategic priorities.
- New trustees receive intentional onboarding and mentoring beyond basic orientation
- The board invests time each year in governance learning and development.
- We intentionally prepare future board and committee leaders through clear succession planning.
- We reflect on our effectiveness and use feedback to strengthen board performance.
We encourage you to use this month’s focus as an opportunity for a purposeful conversation about how your board can strengthen its role in developing the leaders your school needs now and next.
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