Reading Eli Mina’s 101 Boardroom Problems [and How to Solve Them] leaves us with the impression that he has seen it all. Or, if he hasn’t, that he has the wonderful breadth and depth of experience to help us see the challenges of leadership so we can recognize and resolve them when we are running meetings.
Mina—a clear, concise, and thoughtful writer whose decades of consulting experience makes him a valuable resource for any trainer-teacher-learner serving as a leader within an organization—leads us through the sort of structural overview of organizations that help us anticipate and prevent problems effectively. He also, through his 101 brief case studies with summaries of potential damage and recommended interventions, takes us where we need to be with the best teaching-training technique we know: effective storytelling.
The structure of the book itself makes it an essential primer and refresher for anyone conducting business through meetings. From start to finish, in 10 chapters, he takes us through a variety of situations beginning with faulty direction and governance/structural issues within organizations; explores situations involving ethical and procedural issues; provides scenarios and solutions involving problematic board members, ineffective board chairs, and dysfunctional boards; then circles back to the larger picture with chapters on unproductive board meetings, flawed interactions with management, and flawed interactions with the communities we serve.
There’s a gentle spirit at play throughout this book: “Consider this thought,” he counsels us in his introduction. “Never attribute to malice what can be attributed to misunderstandings, a lack of knowledge, or systemic weaknesses. Even if you are certain that someone is acting maliciously, it is more productive to examine the systemic deficiencies that may be the root causes of a specific Boardroom problem. Only then can lasting solutions be found.”
Which is not to say that Mina can’t and won’t be blunt in his advice when the situation merits it. Faced with digressions that threaten to derail the decision-making process, Mina suggests that we be direct and use phrases along the lines of “‘Can we please get back to the agenda?’ or ‘We need to focus on the core issue…’” rather than trying to spare participants’ feelings to the detriment of a group’s ability to accomplish what it needs to accomplish.
The real value of the book is that it’s driven by a clearly-defined philosophy: “An effective Board generates quality decisions, together, and within a reasonable amount of time,” Mina proposes in words that can serve us well in any meeting, not just the board meetings which are the focus of his book. And he consistently guides us through the process of implementing that philosophy by returning to the need for openness and transparency in the way we conduct business; reminding us that mediocrity and dysfunctional or unethical behavior has no place in our decision-making process; and insisting that impediments to effective decision-making need to be addressed rather than ignored.
A particularly interesting and helpful remark is offered in the context of meetings where participants are seen—or see themselves—as representing a particular constituency’s point of view and therefore feel compelled to vote as directed by members of that constituency: “When it comes to voting, Board members should vote with the organization’s interests placed ahead of any other interests, even if their constituent units expressed a strong desire that they vote differently or even ordered them to do so,” he writes.
It’s through this level of advice that Mina provides the strongest guidance to any of us involved in accepting leadership roles within the organizations we agree to serve. He is, at once, reminding us that leaders listen to those they represent as well as to others who presumably have the best interests of the organizations in mind, weigh all pertinent information, and ultimately vote in a manner consistent with an organization’s mission, vision, and value statements; its goals and objectives; and the needs of those it exists to serve. We may not win re-election or reappointment during fractious times, but at least we know we met our greatest responsibility: to put the interests of the organization and its constituents at the forefront of our thoughts each time we act to meet the responsibilities with which we’ve been entrusted.
Next: Mark Samuel on Making Ourselves Indispensible