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The Benefits of Working with Fully Inclusive Boards

It reflects a willingness to act in the best interests of the association

I am a firm believer in the power of associations to bring about change and improve the world. Despite this, the governance structures used by these groups are frequently criticized. If you look up definitions of “good governance,” you’ll find negative language used. It is important to recognize that boards and their members are not just supervisors and regulators, but also play a key role in driving innovation and progress.

Notwithstanding the obvious frustrations of working with sometimes overly complex committee structures (necessary to ensure representation, diversity and inclusivity) my own experience of working with association boards is that they are always open to challenge and, importantly, to change. And, without exception, the bigger and broader the board, the bolder and braver the output. 

We know there are four main reasons why we join associations – why we choose to actively “associate”. To achieve a sense of belonging; we are tribal. To achieve a degree of distinctiveness; we are unique. To achieve a sense of status; we are peer-minded. But most importantly, to reduce uncertainty; we are reassured. Evidence suggests that in times of crisis – in troubled times like these – we feel the need to associate more and not less. To compare experience, to share practice, to set benchmarks and to map a collective way forward. 

Please select this link to read the complete article from Boardroom.

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