The 6 Competencies of an Effective Board

 

Contextual Dimension

The board understands and takes into account the values and beliefs of the organisation it governs. The board:

  • Adapts to the distinctive characteristics and culture of the institution’s environment.
  • Relies on the institution’s mission, values, and tradition as a guide for decisions.
  • Acts so as to exemplify and reinforce the organisation’s values.

 

Educational Dimension

The board ensures that board members are well informed about the organisation, the profession and the board’s role, responsibilities, and performance. The board:

  • Consciously creates opportunities for trustee education and development.
  • Regularly seeks information and feedback on its own performance.
  • Pauses periodically for self-reflection, to diagnose its strengths and limitations, and to examine its mistakes.

 

Interpersonal Dimension

The board nurtures the development of members as a group and fosters a sense of cohesiveness. The board:

  • Creates a sense of inclusiveness among trustees.
  • Develops groups goals and recognises group achievements.
  • Identifies and cultivates leadership with the board.

 

Analytical Dimension

The board recognises complexities and subtleties of issues and accepts ambiguity and uncertainty as healthy preconditions for critical discussion. The board:

  • Approaches matters from a broad institutional outlook.
  • Dissects and examines all aspects of multifaceted issues.
  • Raises doubts, explores tradeoffs, and encourages the expression of differences of opinion.

 

Political Dimension

The board accepts as a primary responsibility the need to develop and maintain healthy relationships among major constituencies. The board:

  • Respects the integrity of the governance process and the legitimate roles and responsibilities of other stakeholders.
  • Consults often and communicates directly with key constituencies.
  • Attempts to minimise conflict and win/lose situations.

 

Strategic Dimension

The board helps the institution envision a direction and shape a strategy. The board:

  • Cultivates and concentrates on processes that sharpen institutional priorities.
  • Organises itself and conducts its business in light of the institution’s strategic priorities.
  • Anticipates potential problems, and acts before issues become crises.

 

 

Chait, Holland and Taylor 1991.