“Start by ending the meeting with clear agreements on specific actions and completion dates for each item.” The first couple of times, others on the board may not take the assignments seriously. But stick with the practice. Shame is a powerful motivator.

“Keep a running tally of which items get done.” And by whom. I know I praised shame in the above, but one-on-one conversations with board peers who consistently drop the ball is a kinder, gentler approach. Ask if s/he prefers that you re-assign the work and when they say “yes,” let them go with a smile – even if the assignment falls on your shoulders.

Axtell urges compassion.

“Role model the desired behavior and continually remind people of what is expected.” As a former board chair, I know that modeling good board behavior is harder done than said. To paraphrase – board chairs who live in glass houses . . . you get the idea.

“Getting to a higher level of completion on action items leads not only to exponential progress toward goals, but also to a tremendous sense of accomplishment — both personally and for the group.” In other words, boards and board members at their best.  

If you give Axtell’s tips a try, let me know how it goes. I promise more than a one-word reply.

For more on encouraging the best from your board, read:

It takes a team to win the board game

Rules of engagement for board and staff

Helping the CEO isn’t job one for the board

Cross-posted from Rebekah Burch Basinger's fundraising blog, Generous Matters.