Trusteeship - November/December 2021 - 3

ON MY AGENDA
Strategic Boards Have the
Courage for Tough Conversations
IN THIS ERA OF SEEMINGLY CONTINUOUS CHALLENGES, it is imperative that boards know how to
engage in difficult conversations about matters of institutional importance. Yet too often board members,
wary of creating disagreements within the board and/or of potentially embarrassing colleagues by taking
issue with their positions, avoid such conversations.
Consider these scenarios:
A trustee of an independent college, worried
about the institution's growing financial
vulnerability, believes the board should
explore partnerships or even merge with
another institution. This board member
remains silent, however, because of fears
that by calling attention to the institution's
dismal financial outlook, they may be
labeled as defeatist.
A board member of a public university
system is concerned about whether the
system is adequately protected from cyber
risks. This board member does not raise the
topic, however, partially due to insufficient
knowledge in this area and partially to
avoid causing undue concern during a public
board meeting.
A new foundation board member recognizes
that the pandemic has had a disproportionate
effect on first-generation and low-income
students. This board member has learned
that some institutions and foundations are
addressing this problem by funding microgrants
for students in need. This board
member remains silent due to concerns that
such a board-originated initiative would be
overstepping the board's responsibilities for
oversight and not operations.
It is not always easy to have such conversations.
One's capacity to have courage and
face disagreement is a muscle that needs
practice, but it is necessary for the health of
the institution, system, or foundation that
the board oversees. Consider spending time
outside of the board meeting learning about
AGB.ORG
the rich higher education landscape. Doing
so should give board members a working
knowledge of and confidence to discuss
critically important strategic issues.
Let me provide some suggestions for
how AGB can help the reluctant board
members described above.
First, matters of strategic, institutional
importance should never be taboo. It is the
board's job to have conversations about
financial health. Topics such as affiliations
or even closure are well within the purview
of the board to discuss. AGB's book
Business Models Under Stress (AGB.org/
BusinessModelsUnderStress) offers a compelling
review of how boards can prepare
for these kinds of events, focusing not only
on the appropriate metrics to track but also
on what goes into a transition such as affiliation
or closure.
Second, board members can download
and read AGB's Cyber Risk Oversight for
Higher Education Boards (AGB.org/CyberRisk)
to incorporate practical guidance on
the topic. This resource provides board
members with sufficient knowledge and
insights about the topic that they will feel
comfortable raising it with the entire board
(or at the very least, the board chair and the
president). I should note that boards benefit
from having members who have a diverse
array of strengths and expertise-and have
access to leaders with varied knowledge as
well-including on issues such as cyber risk.
Third, when boards have cultivated a
board culture of trust, board members
will not be reluctant to suggest ways in
which the institution might foster student
success or function more effectively.
In this regard, board officers and chief
executives have important responsibilities
for establishing a board culture that
embraces such discussions and that allows
for board members to be comfortable asking
important but challenging questions.
Trust is a keystone element of a successful
board. Indeed, whatever the topic, the
underlying assumption must be that board
members are working together, in collaboration
with senior staff, to chart a sustainable
path forward.
If 2021 has taught us anything, it is to
expect the unexpected. I suggest that board
chairs ask their presidents and leadership
teams to prepare a winter break reading list
for board members that provide information
pertinent to the institution's strategic
priorities for 2022 and beyond, and to
prepare for tough conversations that may
occur. Please note that AGB's entire archive
of publications is available to AGB members
without cost.
As always, I encourage you to review the
Principles of Trusteeship (AGB.org/Principles),
our Board of Directors' Statement on
Justice, Equity, and Inclusion (AGB.org/JEIStatement),
and the articles in this issue of
Trusteeship. AGB looks forward to serving
you next year.
HENRY STOEVER
AGB PRESIDENT AND CHIEF EXECUTIVE OFFICER
NOV.DEC.2021 TRUSTEESHIP 3

http://www.AGB.org/BusinessModelsUnderStress http://www.AGB.org/BusinessModelsUnderStress http://www.AGB.org/CyberRisk http://www.AGB.org/CyberRisk http://www.AGB.org/Principles http://www.AGB.org/Principles http://www.AGB.org/JEIStatement http://www.AGB.org/JEIStatement http://www.AGB.ORG

Trusteeship - November/December 2021

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