Issue No. 166

January 2025

Happy new year, dear readers. First off, thank you for your condolences on the passing of my friend Ethel. The December holiday season can be difficult, especially for those who are missing people. I always find it an emotional time and the 2024 holidays found me grieving not only people, but the loss of civility, particularly on social media. I finally left "X"/Twitter after a series of personal attacks that had nothing to do with the original post. It took me a few days of trying to make sense of it all, then I realized there was no sense to be made. As soon as I left "X", peace in my heart returned. I should have quit ages ago as there must be other ways to follow CFL transactions. Clones and hackers also point to me having to either take down or memorialize Brian's Facebook page soon, but for now I still enjoy the memories that pop up.

In December I had a quick trip to Calgary and haunted some breweries. None were new, but all had new offerings. Many people talk about recession/inflation/high prices, but it doesn't seem to be keeping people away from anywhere that I'm going. I know that I'm only seeing part of the story, but it is stunning to see the money flow through the fingers of the people who say they don't have any and are casting blame elsewhere.

Our 2024 Advent beer exchange is complete, with 24 days of lovely (beer) surprises. Some of us capped it off with two more brewery visits before 2024 expired.

For the last few years I have tried to arrange for Christmas "experiences" instead of traditional gifts. For my Edmonton family, some of us saw a festive theatre production and others went for lunch to play Grinch & Elf Trivia. We were terrible at it, but we had fun. My time with the Ontario family at Christmas was a relaxed combination of traditional and experiential -- small town shopping, local beers, family games, and excellent food. Santa found me wherever I was, and was very generous indeed.

Before making all those new family memories, I was busy marking exams for the Chartered Governance Institutes in Canada and Singapore. As Chief Examiner for Corporate Governance I get to assist in setting the world wide examination on that topic, and then I am part of the marking. It is a difficult exam within a difficult certification scheme, and it is a privilege to help candidates prepare for it and to see their results. Each sitting we see more talented, knowledgeable individuals enter the realm of governance. This is so needed.

I continued to work with boards, made updates to my business plan, and wrote scenes for my new play. These things fill my cup, but I also need distractions. So I did three 1000 piece puzzles over a week. Why do I only do those at Christmas? It exercises my brain in useful ways.

Now that we're in 2025, we get that fresh start -- personally, professionally, fiscally. I am always excited by this. I received some new journals this year, all unique and wonderful in their own right. Volumes of blank pages on which I can write a new chapter. How will your first chapter of 2025 begin? I hope with love and laughter.

/lmwe

10 THINGS I LOVE ABOUT BOARDS

After my last issue, a colleague said, "It doesn't sound like you like boards very much anymore." I was stunned. It couldn't be further from the truth, so allow me to explain.

“I’m Winston Wolfe. I solve problems.” (Pulp Fiction, 1994)

You may have heard me refer to myself as the Winston Wolfe of governance. Back in 2008 I found a great description of him by Alex Satin which says everything about the character played expertly by Harvey Keitel (and about me in the governance context).

“Winston Wolfe is the master of clean up. He is the consummate gentleman.

He immediately sizes up the potentially disastrous situation, formulates a workable plan,

and most importantly, provides calm, clear leadership to pull everyone together quickly

and powerfully. The Wolfe is on retainer. The people he works for understand his value.

He gets pleasure out of his ability to do what he does exceptionally well.

He takes his work seriously, and at the same time keeps his perspective

and sense of humor. Winston Wolfe is a master.”

Being a known problem-solver, people and organizations come to me with board problems. Yes, I am on retainer with several and also consult ad hoc. People complain because there is a pain point somewhere in the organization. Then I share these complaints (anonymously) with you, dear readers, because if one organization experiences pain yours might also be experiencing pain. Just because I profile these situations as complaints, please don't think that I don't like boards. True, I don't like some board behaviours. In fact, I still love boards and would rather spend time in a board meeting than doing many other things that people enjoy.

Here are 10 things I love about boards.

1. People. You can't have a board without people, and boards usually attract good people. I'd far rather meet a person at a board meeting than meet them in the wild. We already have a conversation starter: "Why did you agree to serve on this board?"
2. Good people trying to do the right things. Before we even get to know each other, board members have coalesced around doing certain things in support of the organization. There is a baseline understanding that you'll "do" something to help. No one wants to waste their time; everyone wants to make an impact.
3. Good people trying to do the right things for the right reasons. The "right reasons" is about impact. Boards determine what needs to be accomplished, and then approve the things that will get us there. Those are essential and interesting conversations that move the organization forward.
4. People can teach you things and even be fun. I've always enjoyed boards, but I like modern boards better. Good boards now have people from different walks of life, different countries, different perspectives. Go ahead and ask them questions. Get personal. You're all giving up your time, so find out what makes others tick. You can't help but learn something.
5. Better decisions are made with more and diverse people. Do board meetings with diverse participants take longer than they did in the old days (10+ years ago)? Yes. Do we arrive at better decisions? Also yes. So work together to arrive at the best decisions you can.
6. We agree on certain procedures and follow them. To me, meeting rules are like grammar rules: you need to learn them all so that you know when and how to break them. Roberts Rules of Order and parliamentary procedure is NOT how board meetings of a small community organization should run. But there should be ground rules that support good process and good decisions. Codify those rules, tell all the directors what those rules are, and follow them (or change them if they don't work for you). Don't waste time and brain cells debating the "amendment to the amendment to the amendment."
7. We agree on certain behaviours and follow them. Those codified processes in #6 should also include something about the tone of the board -- respectful, inclusive, participatory, prepared. Some boards put all this into a code of conduct. However you pull it together, tell everyone what is expected of them. It is here -- the behaviour -- where I get most complaints about boards. It's probably where most of your own pin points are, too. Be clear on expectations and enforce your own rules if people don't meet them.
8. We all know our jobs. The board's job is unique. Management's job is unique. Both are working hard doing different things, but pulling in the same direction. Teach your board members the difference between the two jobs. This is important, even for small organizations when the board IS also the management. I find "hats" are a good way to facilitate the two agendas. What hat are you wearing when you ask that question or give that report -- governing or managing?
9. We all do our jobs. If you say you're going to do something, do it. It's that easy, and if you honestly can't do it, then give your colleagues as much notice as possible and they'll probably help you out. After all, it is the organization that wins or loses.
10. We make a difference. "Purpose is the difference you want to make. Impact is the difference you actually make. It is your impact, not your purpose, that defines your legacy." (Janna Jorgensen, Human Impact Framework creator) Be thinking about impact, always.

You know, I could come up with 10 more reasons why I love boards. Quite simply, they are the right tool for the job of governing our organizations. What do you love about boards? If, at the moment, you don't love your board so much, what is giving you heartburn? Do you need some help? The Wolfe is ready.

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