We get it: the more you add to your plate, the harder it is to manage. You have clinic days, admin days, a teaching responsibility, and several other committees to keep track of. Here are just a few practical tips to keep in mind as you take on Board responsibilities:
1. Come prepared and use meeting time effectively.
Preparing for meetings ensures that valuable time isn’t spent bringing everyone up to speed and avoids redundant questions that may have been answered in meeting agendas or previous meeting minutes. Officers and management teams have carefully prepared agenda items, so it’s important to, at minimum, review the materials in advance of meetings. Not being prepared can waste valuable time, resulting in delays and churn. Board members should work with management teams to highlight the most important points and present this information in a digestible format. This will help keep Board meetings efficient.
2. Actively engage, ask questions, and learn how the Board works.
The most productive Board members tend to ask the most questions, and they should never hesitate to do so. In fact, it’s encouraged. An important part of Board orientation is learning the Board’s dynamics. For example, it may be beneficial to note how the Executive Committee works, how it’s authorized to make decisions between regular meetings, the process of Board discussion, and how the society’s strategic plan guides Board decisions. If you’re not sure about a specific process or role, it’s better to ask than flounder. Management teams are more than happy to answer questions about specific roles and responsibilities; they’ve seen many Board rotations and know the growing pains that may be customary. Actively engaging in discussion and taking note of nuance can help members understand their expectations and those of others on the Board.
3. Focus on the big picture, not the details.
The strongest Board members stay at the strategic level. They understand the mission and long-term direction and steer discussions accordingly. When Board members get pulled into operational matters or personal interests, it can slow decision-making and blur roles.
You might see this in discussions around scientific or annual meetings. The real value is in deciding direction (frequency, format, risk model), not in debating individual logistics like which hotel should be contracted, the exact room setup for symposia, or registration fees at the most minute level of detail. These are the logistics that your management team should be able to handle behind the scenes.
4. Make timely decisions without waiting for perfect certainty.
Strong Boards ask the right questions and move forward without waiting for complete certainty before deciding. A good example is the process of approving a new initiative or project. The Board may not have all the final details about outcomes, exact ROI, or full stakeholder alignment. Still, based on the available information and strategic fit, they decide whether to move forward, adjust, or stop.
Less effective Boards tend to delay. They ask for more data, then more analysis, and revisit the same topic multiple times without reaching a clear conclusion. Postponing decisions to reduce risk in this way may end up doing the opposite: slowing momentum and frustrating society and management teams in the process.
5. Take ownership and contribute beyond meetings.
Good Board members don’t just show up to meetings; they also follow up on their specific actions, connect with stakeholders, and actively contribute between calls. Less engaged members tend to wait for action and direction from the management team, which creates imbalance and frustration. This can be particularly important in areas like membership growth or regional engagement, where success depends on the active involvement of Board members, not just the management team.
6. Make decisions and think collectively.
The best Board members act in the interest of the overall organization, not just their own region, specialty, or network. A good example is decision-making around membership, education, or communication strategies. A Board that is heavily weighted toward one region or specialty may naturally favor topics, formats, or pricing models that work well for that group. However, what works well in one region does not always translate globally. Decisions that seem logical from one perspective may unintentionally limit growth, engagement, or relevance in other regions or specialties. Strong Board members are aware of this bias and actively correct for it.
