This is a continuation of the previous blog in which the administration was courageous and ethical and the board members were cowardly and dishonest. In this blog, the roles are reversed, the board members are courageous and ethical and the administrators are cowardly and dishonest.
The organization has experienced a change of leadership in the governing board. The new board members, unlike the previous board members, are highly ethical and they truly want the organization to succeed. They don't care about the perks (travel, per diem, stipends, fraternizing with the CEO, etc.); instead they take their responsibility seriously and plan to act accordingly. They are aware of the shortcomings of the current administration and are determined to take steps that lead to positive changes in the organization.
The first thing they did is to stop the fraternizing between board members and the administration. By stopping this cozy relationship, the excessive travel by board members and administration decreases dramatically. They also make it clear that governing board members are not to and will not interfere with the day-to-day operations of the organization. Finally, they inform the administration they are not to cater to any board member's every whim.
The next action they take is to establish goals for the CEO. The goals include: holding workers accountable, making appropriate recommendations to the board (as opposed to waiting for the board to get involved in the day-to-day operations of the organization), insuring all employees receive due process, and following and enforcing policies and procedures.
Next, the new board members address questionable practices by the administration. They ensure the CEO's recommendations for employment and promotion are fair. They cut back on the administration's travel, direct them to write monthly reports detailing the progress the institution is making, and direct them to report to work on time.
The new board members also want to make sure all employees are to follow the chain-of-command regarding any grievance they may have against other employees. Simply put, the grievance has to be in writing and the administration has to carefully investigate each and every complaint and listen to both sides of any complaint or accusation before making a decision and/or presenting it the board. Finally, they instruct the CEO to enforce the consequences for those employees who violate the chain-of-command.
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The new board knew if they wanted positive change, they had to model it. Therefore, they started following Robert's Rules of Order. This meant meetings started on time, they stuck to the agenda, did not let any one board member control the meeting, did not go into Executive Session when a tough issue came up, and they adopted a Code of Conduct for Board Members.
In a very short time, many individuals in the administration quit and were replaced by individuals who could be trusted to work toward the goals of the institution.
