Trusteeship - May/June 2020 - 39

SHUTTERSTOCK/ RIDO/ DR. HITCH

7. If using PowerPoint, keep it short and simple and send in
advance with instructions for board members to read it and
print it so they can follow along during the meeting because
the slides will not be shown on the screen. The screen will be
filled with small images of all meeting participants (see 10a).
8. Use instant polling if, and only if, that's something you know how
to do and can do appropriately. It can be a good way to engage the
board-as a collective, in the moment-on perspective views on
important matters. Polling allows you to quickly see how aligned
or disparate the board's thinking is on various matters.
9. Draw everyone into the conversation. This will be more difficult with large boards but, just as in face-to-face meetings, it is
essential. Not everyone has to weigh in on every issue, but you
do need to ensure that everyone has had a chance to raise critical questions and engage in the dialogue.

With respect to logistics:
10. Ensure that the chair is virtual meeting competent and in charge.
Board members take their cues from the chair and now is the time
for the chair to demonstrate calmness, confidence, and competence.
11. Provide training for all board members in advance of the meeting-ideally well in advance of the meeting. If there's not time,
ask everyone who is unfamiliar with your virtual meeting platform to log in 15 to 20 minutes prior to the start time to learn
the basics. You should also send written notes on your virtual
AGB.ORG

meeting platform's basics. Ensure everyone knows:
a. How to use the camera and "unblock video" on their computer. Great virtual meetings require that everyone can see
everyone else (even if only small view). When some are on
video and some only dialing in, things get very challenging
and small technicalities become annoying distractions or
snowball into bigger issues that you don't need right now.
b. The mute/unmute feature and is hyperaware to ensure that
when speaking they are unmuted.
c. Other essential features like raising your hand when you
want to speak (some platforms have a little "hand" icon that
shows up by your face on the screen); getting back in if disconnected; and the polling feature.
12. Keep the meeting to two hours or less; if you need three, provide a break halfway. Think this one through carefully because
if you take a break you run a couple of risks: (1) time slippage/
lost efficiency and (2) engagement and/or attendance slippage.
In conclusion, virtual meetings place a premium on CEO and
board chair leadership; the CEO-chair relationship; the chair's
ability to lead productive and inclusive meetings; and the board's
effectiveness as a governing body.
Cathy Trower, PhD, is a nonprofit board governance consultant and coach
who currently serves as board chair at BoardSource and at Riverwoods Exeter.
Previously, she served on the board of three colleges and universities. Email:
catrower@trowerandtrower.com.

MAY. JUN. 2020 TRUSTEESHIP 39

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Trusteeship - May/June 2020

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