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BoardroomTalk
Dr Proctor Nyemba
EXPECTATIONS for board members have been rising for the past two decades.
Companies are now increasingly relying more and more on directors, both inside and outside of meeting settings, and with that dependence comes an often-inevitable outcome: boardroom burnout.
Although directors at for-profit companies may feel this strain, it is especially common among their non-profit counterparts.
Since non-profit board roles are usually volunteer-based, it is not uncommon for members to take early or unexpected exits from their positions.
Here are some tips for avoiding “boardroom burnout” situations:
Recognise and establish limits
It may sound simple, but if you cannot tackle the extra hours needed to head a committee or act as the board secretary, politely decline those leadership positions.
It is better to stay in a less demanding role — if you still feel connected to the cause — than leave and force the organisation to fill a void.
We know you are dedicated to your board service, but nothing will burn you out faster than a non-stop connection to all things board-related.
We are not telling you to ignore important emails or disregard your board tasks, but urging you to take a breather when the pace slows down.
“Disconnecting” does not have to be a full-on vacation, but it should be enough time for you to pursue a hobby, go to a new place or engage in another activity to clear your mind of board tasks.
The benefits of downtime cannot be overstated. You come back to the office with a clear perspective and a fresh sense of purpose.
Don’t let your board meeting prep become a cram session.
It is easy to put board responsibilities off until the week of your next meeting, but that can lead to serious conflicts with your day-to-day job.
It can also make your board responsibilities feel more overwhelming than they really are.
If your company uses a board software product, it is easy to split up your work throughout the month.
Choose two days a week and set aside a couple of hours for meeting preparation.
Read your latest board packet in instalments rather than all at once (and let us be honest, you might skip a few items if you are trying to do too much at one time).
Build relationships with your fellow directors
You may not be extremely familiar with your colleagues when you begin your board service, but it will definitely help you in the long run if you get to know them outside of meeting times.
Plan lunches to learn about them one-on-one.
This is also a great way to gauge interest in ideas you may have for future growth or to develop more advocates for your areas of concern.
Dr Proctor Nyemba helps board members and executives understand their role in governance so they can succeed in the boardroom. For comments and feedback, please send to: [email protected]/ Call 0772469893
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