Issue No. 158

April 2024

March was such a long month. I filled it up with highs/lows, laughter/tears, adventure/down-time, friends/solitude -- just like everyone else, I suppose.

I treasure my friends and, because I don't always see them, I often cross my fingers and hope they know how much I care. But March saw me back out in the world and connecting with those for whom "it has been awhile" (we're talking a few dozen!). That felt amazing. Family factored in, too (twice in one month!). And in the middle of all this, there were still times when I was alone and re-grouping or reading ("Surely You Can't Be Serious: The Story of Airplane!" by Zucker, Abrahams, and Zucker). It's good to laugh!

Last fall I mentioned The 12 Week Year by Brian P. Moran. I've now gone through a couple of 12 week years, and I can say that some elements of the program have had a positive impact on me. Where I haven't been as successful, I suspect, is when I take on too many goals for the period. Even so, I am going to start another 12 week year in April and see if I can get a few more things into the endzone.

I saw some terrific theatre (don't I always?), and from a creative perspective, I am finally productive. We are in rehearsal for my new Fringe play, I'm directing a short play at the Stage Struck festival in April, and I'll be reading 5-minutes from one of my plays at the Script Salon 10th Anniversary. I also attended two write-along workshops with other playwrights. It feels good and right to be in the creative space again.

Beer-wise it March was a busy time of studying and learning. I wrote a significant exam this month, with the added anxiety of a technology failure in the middle of it. I attended a 2-day off-flavour workshop (yes, I paid to sample 25 infected beers so I could learn to diagnose both the problem and the cause). I attended two beer festivals (1 great, 1 a bust). I visited a dozen or so breweries in two cities to see what was new. I ate an obscene amount of beer cheese. Friends and I completed our "Lent" beer exchange (we did 25 days instead of 40), and I capped it all off with a Beer and Easter Candy pairing session!

Every spring people get into the spring cleaning mode. That almost never happens for me, but this year it did. I took things to be shredded, dropped odd bits off at the eco centre, donated items to charity, moved paper files from my office to my downstairs storage, and so on. I am astonished at how much space I have to move around in!

My technology continued to stymie me and cause grief. My new computer system is whizzy but I can't do all the things I used to do. My phone was acting demon-possessed, so I got a new one, but I still need the old because some things won't access on the new. I had to sign up for a new cable and internet plan and now nothing (office or home) is working properly. Seriously, nothing. This stresses me out. Does anyone have a 10-year old they can spare to sort this out for me?

If you are having a long weekend, I hope it is everything you need and that April is a stress-free month for you.

/lmwe

Board Succession Planning

In Forbes.com (Mar 26/24) Kris Putnam-Walkerly talked about "transformative tactics" for board succession. I had to read the article a couple of times before I could land on how I felt about it. Here's my take...Her list IS transformative, but it's certainly not NEW. These tactics have been out there for decades. So why aren't we doing them? Also, I patently disagree with 1.5 of the 10. Let's parse it out.

Rightfully, Putnam-Walkerly states that "strength and sustainability (of an organization) are often directly linked to the effectiveness of its governance." She also correctly states that we are leading and governing in complex times and that effective board member succession keeps the organization vital, prevents stagnation, and brings continuous improvement. Here are the tactics she outlines.

1. Implement Term Limits. Yes, yes, and YES! This is one of my soapboxes. Boards need new energy at regular intervals. I work with one board in which the directors simply refuse to rotate off and allow new perspectives. They no longer have the energy to do what they are meant to do, and times are critical (including a planned CEO retirement). They won't do the work, but they won't let anyone else in to do it either. Leadership changes at the board level amount to shuffling the deck chairs on the Titanic. They know about good governance and best practices, but won't do it themselves. Arg.
2. Stagger Board Terms. This is definitely a best practice because you don't want the whole board leaving at once and an entirely new board starting at once. You should try, more often than not, to rotate out (some institutional knowledge) and in (some fresh perspectives) a reasonable number of directors each year.
3. Craft a Respectful Exit Strategy. This "allows for the dignified departure of board members who may no longer align with the direction or who have fulfilled their tenure." I agree. I speak a ton about acts of courage at the board table. Honestly, most boards have protocols in place for dealing with underperformance or misconduct AND very few have the guts to act on their own policies. That needs to change.
4. Formalize a Succession Plan. Have a framework to identify, recruit, and integrate new directors. Update your process to reflect evolving needs. I need to add that recruitment should be tied to the organization's strategic plan. Specifically, what skills/attributes/industries/behaviours do we need in order to work this plan?
5. Launch a Board Mentorship Program. A mentorship program is intended to "bridge the gap between experienced and new board members, facilitating knowledge transfer and acclimatization." I run lukewarm on the "board buddy system." If you think it will work for your organization, definitely give it a go.
6. Champion Board Diversity and Inclusion. A wide range of perspectives will enrich decision making and help navigate the organization's work and impact. We can all do better on this. (Sidebar: If it's true, is it still disrespectful? Specifically, the more I see boards still recruiting older white dudes, the less I want to be with that group. I respect where older white dudes have gotten us -- mostly -- but there is so much more out there! I am ready to meet new people and learn different things). Your organization might be ready, too.
7. Conduct Regular Evaluations. This is so important. We need to know that our board members are being effective because there is a cost of governance that we don't always think about. A combination of self-evaluation, oversight evaluation, and peer to peer evaluation will highlight areas for board development and help everyone focus on whether they are helping the organization achieve its goals.
8. Establish an Advisory Council. No, No, and NO! Here is one I disagree with. The author's idea is to bring together former board members and experts to "offer ongoing guidance and support to the organization; ... a reservoir of expertise...etc." I have seen this , and it has never worked because it has the effect of being TWO BOARDS. It's bad for the CEO and it's bad for the organization. So please don't do this one. If the CEO needs an expert sounding board other than that provided by the board of directors, then the CEO has the right to get that expertise (but please don't codify it and make it a "thing").
9. Prioritize Continuing Education. You want the board to "remain informed about best practices in governance, leadership, and the organization's focus area." This is mission-focused work and it helps the board meet their responsibilities. Being on a board is not just checking boxes; it means being open to new things and learning.
10. Foster Open Communication Channels. Proceed with caution here, okay? The author says, "Cultivate an environment where open, transparent communication is the norm, allowing board members to express concerns, share ideas, and provide feedback freely", and she gives reasons why this is a good idea. She's right! But where it goes sideways is when "open and transparent" gets extended beyond the boardroom. Yes, you want to communicate openly and transparently with your donors/funders/members, but that doesn't mean flinging the doors of the board meeting wide open. The board still needs to have its deliberations in private and THEN ensure that clear, regular, measured communication is an output. Opening up the "process" part is bad governance practice.

So you see, most of these tactics are good ideas that have been around for ages. If you're not doing them, then please take a few and try them out soon -- always for the betterment of your organization and its impact. Good luck!

Specifications of the Ark*

Made from: Gopherwood //

Length: 300 cubits // Breadth: 50 cubits // Height: 30 cubits //

Windows: 1 // Decks: 3 // Number of humans: 8

Rain duration: 40 days & nights // Flood prevailed for: 150 days //

Noah lived to: 950 years

-- Schott's Original Miscellany (*Toy not to specifications)

Some Quotes I Like

# Some Things I Like (by-the-numbers) #

Linda Wood Edwards

P.O. Box 11021, Station Main

Edmonton, Alberta T5J 3K3

Linda@lue42.com

780-918-4200