Boost Board Member Engagement Using Meeting Analytics & Meeting Feedback
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Are your board members coming to the meeting unprepared? Is half of the meeting spent on recaps and info dumps to bring these members "up to speed"? Do you have a feedback loop that helps your board continuously improve? If you're interested in solving some of these issues or looking for answers on how to significantly increase your board engagement, join us for our upcoming webinar. OnBoard's product experts will show you how Meeting Analytics & Meeting Feedback results in higher board engagement and better meetings during this session.
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Boost Board Member Engagement Using Meeting Analytics & Meeting Feedback
- 1. How to Boost Board Member Engagement Using Analytics& Meeting Feedback April 19, 2022 Matt Markiewicz, Product Manager KarenGriffin,Headof Customer& ProductMarketing
- 2. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Welcome & Introductions 2 Karen Griffin Head of Customer & Product Marketing Matt Markiewicz Product Manager
- 3. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. About our Audience Today Industries • Associations • Banks • Credit Unions • Education • Government • Healthcare • Nonprofit • Technology • Transportation • Utilities Roles • Executives/Presidents • Administrative Assistants • Directors • General Counsel • Corporate Secretaries • CIOs & InfoSec
- 4. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Agenda 1. Signs that your director is disengaged 2. Importance of an engaged board & best practices 3. Demo of Meeting Analytics & Meeting Feedback 4. Pro tips to improve engagement 5. Wrap-Up & Q/A
- 5. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Signs your director is disengaged: Board meetings are an update session
- 6. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Signs your director is disengaged: Doesn’t read or review the materials before the meeting
- 7. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Signs your director is disengaged: Same challenges, same questions – no solutions
- 8. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Signs your director is disengaged: Lack of strategic and innovative discussion
- 9. PollingQuestion: On a scale of 1-5, how engaged are your directors? (1=very disengaged, 5 = very engaged)
- 10. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. There are often 3 kinds of board meetings… • The board meeting you prepared for • The board meeting you had • The board meeting you wished you had 10
- 11. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Importance of Engaged Directors
- 12. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. What drives increased board effectiveness? 12 194 89 78 39 First choice 49% of respondents say a more engaged board is a primary driver of board effectiveness Select and rank the three most important factors in order.
- 13. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Board Practices that Improve Engagement No Surprises Collaborate in real-time Be fully inclusive Lean-in to the 'process' of other Directors
- 14. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Board Practices that Improve Engagement Challenge appropriately Delving Deep Priorities for meetings
- 15. Data & Board Intelligence Journey 15 Board Meeting cycle - Agenda, Minutes, Resolution & eSigs - Files, Board communications, Tasks Board Annual Cycle - D&O Questionnaires, Skills Matrix , Board Assessments Data & Insights - Meeting Analytics - Skills Gaps, Meeting Feedback Real-time Analysis & Coaching - Real-time coaching - Agenda Templates, Content suggestions Improved Effectiveness & Better Managed Risk Time Value to the Board
- 16. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. “Continuing to carve out more time for strategic thinking during meetings and making increased use of the Consent agenda with very brief updates given during the meeting itself.” - Higher ed board liaison 16 “Ability to deliver information sufficiently in advance of meetings to enable better discussion.” - Tech chief executive/chair “Streamline pre-read materials and focus on key issues and opportunities vs "data overload.” - Healthcare board director
- 17. Polling Question: What is the most important area you would like to see your board improve?
- 18. OnBoard Demo Meeting Analytics & Meeting Feedback
- 19. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Additional Meeting Analytics Views
- 20. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Sneak Peek: Upcoming Meeting Feedback Improvements
- 21. OnBoard | ©2021 Passageways, Inc. Confidential. All rights reserved. Pro Tips for Improving Engagement in OnBoard Check Meeting & Book Views Adjust agenda based on data Encourage conversations before the meeting (shared annotations) Leverage meeting feedback to continuously improve
- 22. Polling Question: Are you interested in trying Meeting Analytics?
- 23. Q&A
- 24. Thank you! Karen Griffin kgriffin@onboardmeetings.com Matt Markiewicz mmarkiewicz@onboardmeetings.com Recording will be sent to your registration email in 24 hours
Editor's Notes
- Self intros
- Karen Quick audience overview
- Karen Quick overview of what we’re going to cover today. Interactive discussion – while we can’t open mics up, please use chat feature to share your experiences and ask questions
- Karen Before we dive into how OB can help improve board engagement with meeting analytics and meeting feedback… share some ways you may be experiencing disengagement in your board and talk about why it’s important to look for areas of improvement Many symptoms of a disengaged board, but going to cover a few of the most prevalent symptoms that we see when working with boards around the world – First sign is that your board meetings are more of an update session: Board is being talked at rather than part of an active participation Directors are passively listening to reports Prohibits good discussion and debate
- The second sign of a disengaged board is that directors aren’t spending time reading materials ahead of meeting Directors are unprepared Limits healthy debate, opportunity to provide thought-provoking discussion Preparation, conversations encourages other directors to participate & engage in critical thinking
- A third sign that your board isn’t engaged is that your meetings are a bit like Groundhogs day -- same challenges are being shared with no real progress from the last meeting. -- same questions are being asked by the board with no additional information to help the org move forward. Could be the result of not having ongoing conversations in between meetings about these topics, or just simply not preparing in time for the meeting -- Regardless, big ideas/solutions require serious and thoughtful investments of time, talent and resources and are important part of maximizing value of the board meetings
- The fourth sign piggy backs on the last slide If your board isn’t spending time on strategic and innovative discussions, it’s a sign of a disengaged board which could minimize impact and opportunity to the organization’s future Uber Effect – It’s more important than ever that your governing body regularly assess its market position and performance Effective boards go beyond comfort zones, and discuss innovative and inspiring ideas to move the organization forward
- Karen
- Karen: Here at OnBoard we’ve worked with a lot of boards across various industries and geographies… Highly engaged boards are: Forward thinking – and strive have a collaborative partnership with the executive team in which they deliberate candidly, and address topics that can help the organization move forward. These conversations include participation where directors are willing to challenge assumptons, test traditional ways of doing business, and introduce innovative idea Engaged boards also work between board meetings and attend meetings well prepared. They’re reading documents, sharing notes and annotations. They’re coming up with ideas worth discussing and debating during the meeting. Always striving to improve – thinking about how they can structure the meeting more effectively to get the most out of time together, or how to collaborate and communicate with one another better
- Annual board effectiveness survey – poll over 400 board members, chairs, executives, and board administrators on questions including this one – what drives increased board effectiveness Majority of respondents chose “more engaged board” as their top choice for what drives board effectiveness The shift to virtual could impact board effectiveness as directors need to communicate with one another – engage in same materials, make sure they’re looking at the same things, commenting on the same documents, make sure they’re looking at the same information and engaging with eachother and the leadership team too you’ll also notice board preparedness as the third most popular choice And increased board management software use in 4th position – which aligns with really all of these choices – because using a board management solution does free you up to be more collaborative with your team and measure effectiveness and engagement which we’ll show you here in a minute with our Analytics and Meeting Feedback features
- 1. Take a 'no surprises' approach to communication with other directors. This means if a matter or proposal is thought likely to give rise to a concern or be a complete surprise to others, then the board or committee chair should discuss this matter with directors in advance. The communication should occur one-to-one if warranted, if for no other reason than a courtesy and to further develop and maintain trust 2. Consider 'checking in' with other directors on progress so they're aware of the direction a matter is or could be heading. Committee work for example is often confied to specific members before a matter is presented for discussion or approval at a committee meeting or reported out to the board. Even though a member may ultimately agree, checking in builds trust and buy-in early. Even if the ultimate direction taken is not what that member consulted would have initially preferred, they will feel that they have been 'heard' early on and can find a pathway to agreement. 3. Extending the same courtesy of one to one updates or check-ins to all members, not just chairs or committee members is important. Making an effort to ensure every member has a chance to comment on or ask questions about a matter before it is raised at a meeting or discussion or decision can save you valuable meeting time. And, it's important to recognize that each directors voice carries equal weight in a discussion. 4. Acknowledge that members work differently. Some may require time to constructively challenge and dig deeper into a matter before being comfortable with moving forward. Providing materials well in advance so that members can thoroughly read and provide communicate to other members through shared annotations or via the messenger tool helps with this. The other tip is to ensure you have ample time built into the agenda to cover topics. Matt can talk a little bit more about this when covering book views on different sections.
- 5. Challenge appropriately – Directors are expected to ask searching questons which are focused on the key risk issues and be willing to challenge openly and rigorously, without leading to unneccessary conflict. Boards are composed of people from many walks of life with different skills, experiences, and backgrounds, and healthy debate and independent thinking can really drive good discussions and ultimately decisions for the organization. And, it starts with always assuming positive intent of other directors and management and working from there. 6. Sometimes when it's determined that there is a matter that needs deeper level of review than is the established practice, the board should agree in an executive session that the board may delve deeper into the topic, and establish the expectations, timeline, and objectives for doing so. 7. Before each meeting, either in writing or orally, it's a best practice for the board or committee chair to either in writing or orally identify the most important objectives to be achieved and lead the meeting toward achievement of those goals. At the conclusion of the meeting, it's important to seek immediate feedback on whether the objectives were achieved, what worked well, and what could have been improved. We can talk more about how you can do this here in a bit with OnBoard's Meeting Feedback tool.
- So, we talk about how technology can improve engagement in the board room. This graph illustrates a maturity curve and you’ll see here how your board can improve effectiveness over time and bring greater value to your organization. Zeroing in on data and insights today as we talk about the benefits of using Meeting Feedback for continuous feedback loops, and engagement analytics to help your organization prepare and run more effective meetings.
- Karen – Here are some quotes that we pulled from the survey What is #1 thing you would do as a board meeting participant to increase effectiveness in the next 12 months? The more time you give people to consume and provide feedback and share comments before the meeting Less time on administrative efforts and more time on strategic discussion and conversations to improve the org
- Better preparation Improved communication (before and after meeting) More focus on strategic conversations Gathering feedback for improving meeting
- MEASURE ENGAGEMENT OVER TIME
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- Why are meeting and board book views anonymous? What are some ways you’ve seen executives get more involved with promoting director engagement? -Messenger CEO/Board Chair outreach How much time do you recommend giving directors to review board materials before meeting.