Recently, I had occasion to discuss the 4 Ds (Drop Delegate Defer Do) in another context – and the thought came to me today (as it does when you’re cycling for hours) – how would I apply that at a board level?

My ideas, below, come from having worked with over 100 boards in the last 10 years. (Applying them on the boards I sit on/Chair is, perhaps, the real asset test – but I’ll come to that later.)

So, one idea for each? Here goes. . .

Drop – too many board meetings, in my experience, can end up with way too many agenda items. The all-time record – for a 2-hour meeting I observed as part of a board evaluation – was 39 ! (Harvard, in one of their publications, recommends 5, or up to 8 at most). Key Idea – Noses in, Hands Off!! – ruthlessly eliminate agenda items that, frankly, are not the business of the board (let management manage (and hold them accountable))

Delegate – why should the board concern itself with things that Management is perfectly able to address. Often, the board feels it has to take charge when it simply does not trust management sufficiently. Key Idea – update your Reserved Powers/Delegated Authorities. Trust Management to do their job – and oversee them as needed (and no more) – and use your Board Committees to do the ‘heavy lifting’ for things that can’t be delegated to Management

Defer – some boards are so anxious to get everything done that they end up overwhelmed with too many jobs, too early in the year ( and end up not doing any of them justice). Key Idea – use an Annual Workplan to (1) ensure you cover everything you have to (map to Terms of Reference) and (2) balance the workload over the entire year

Do – ever seen a board meeting dominated by management? I certainly have – management are allowed to take the majority of time and the board struggles to have its say. Key Idea – ensure each agenda item has a clear “ask” of the board (“for information”, “for discussion” or “for decision/approval”) and then ensure board members have the time to respond ( for a 20 min slot, give the relevant manager 3 minutes to direct the attention of the Board and then use 17 minutes to get the board’s input)

Practice what you preach?

Easy to say, tougher to do! That applies to every board I have seen. Even the very best can always look for improvements. That’s why I seek to ensure a 10 minute slot t the end of every meeting to identify (1) things colleagues really liked about the meeting and (2) one enhancement they would like to see in the next meeting (certainly keeps me honest when I’m chairing!)

If you have a favourite suggestion, post it below