I. The Primary purpose of a board of directors (in concert with
the CEO) to make the right decisions for the organization
II. Arena of decision-making
a. policies and plans – mission, vision,
b. audit of systems – quality of process
c. evaluation of results
III. Aspects that influence quality of decision-making
b. Rankism (class, race, gender etc.)
c. Leadership & group facilitation skills
of CEO and Chairs
d. Decision-making styles of group members
e. Frequency of meetings
f. Effectiveness of Meetings
g. Ability to recruit needed skills, stakeholders
IV. Consensus decision-making process is key-Six Thinking “Hats”
(dimensions) re Edward DeBono
a. White – facts, figures
b. Red – emotions, feelings
c. Black – objections, the screening of
past and future for threats
d. Yellow – support, benefits, constructive
aspects past and future
e. Green – new ideas, alternatives, creative
f. Blue – logical processing, ordering summarizing,
V. Consensus decision-making process considers different decision-making
styles— Jungian psychological types per Briggs and Meyers (ENTJ
VI. Trust matters more than structure, is built on covenant-like
a. Inclusion – belonging, interacting
b. Control – ideas are utilized, influence,
being listened to
c. Affection – respect, commitment, trust
VII. Future orientation of board development—are you leaving your
organization the legacy of a strong board?
a. A value system that is clear?
b. A culture of discussion, analysis, reasonableness,
c. A system of accountability?
d. Future leaders?
"I would not give a fig for the simplicity this side of complexity,
but I would give my life for the simplicity on the other side of
complexity." - Judge Oliver Wendell Holmes
Pre- and Post Meeting Planning Questionnaire
1. What chance for framing meeting issues and preparation for meeting
needs to be given board leaders?
2. Have we thought through how we will involve everyone, but particularly
the most knowledgeable, skilled & affected in regards to the
decisions to be made?
3. What information and in what format needs to be distributed prior
to the meeting/during the meeting?
4. Are the most important matters given a priority time slot and
sufficient time for discussion and is an action step (vote, discuss,
advise) noted on each agenda item?
5. To what degree is the board/committee chair(s) on the same page
with the CEO on the matters that will come before the board?
1. Did leadership run an effective meeting so that all participated
and six dimensions of thinking were evidenced? Were various decision
making styles used/useful?
2. Did effective decisions or other actionable outcomes result from
3. Who was not present, not interested, disgruntled, most interested
4. Were any creative ideas, alternatives left on the table?
5. How did the group evaluation of the meeting suggest to us how
we can improve the process in the future?
Sandra Larson Consulting |
11472 Fairfield Rd. West, Suite 302
Minnetonka, MN 55305
952-595-0432 | 612-964-4389 (Mobile)