5 Tips for Working With Your Board

There is a common understanding among librarians that working with a library board is VERY difficult. But does it have to be? A library board is integral to a successful library and having a good board - director relationship is key to getting stuff done. Check out these 5 tips you can implement to have a more successful relationship with your board.

1.      Recognize you both have important jobs to do.

No matter how your library is organized, whether your board is governing or advisory, big or small, city or district,your board has a job to do. Just like there are specific requirements and duties with your position, your board also has specific responsibilities that come with their position. And whether we like it or not, the board is important to provide balance, feedback, support, perspective, and more. Does that mean your board is always right? No. But neither are you. In years of working with a board and training others to work better with their board, one of the biggest things I’ve noticed is that most problems arise from a sense of offense on the side of the director that they aren’t the end-all, be-all at the library. Whether you feel you know the most and therefore should make the decision or whether you feel that the board prepares in policy for things that you would never let happen or do, many directors feel that the board just doesn’t understand and is thereby making their life harder.

2.      Communicate clearly and effectively.

Let me set the scene: Your board is reviewing a policy. This particular policy has been reviewed, thought over, and hashed out many times by your staff and then your board. It really could have been approved at the last meeting but some board members still didn’t like a certain section and tabled it to revisit this month. Your biggest frustration? No matter how many times you tell them that it’s fine the way it is, they won’t just leave it alone, they keep trying to make changes to improve it. Finally, after a heated discussion, someone suggests a change you cannot believe.

            Do you:

A.     Yell “This is ridiculous! This policy does not need changes and no one on staff is going to do this terrible thing you are preparing against in this policy! Stop wasting our time!”

OR

B.     Ask for a couple minute break for everyone to collect themselves and come back to the meeting prepared to civilly discuss the policy and also ask your board chair that you be given the floor for a few minutes after the break to explain your stance and how this policy change would negatively impact your staff day-to-day.

Here's the thing– There is no perfect formula to handle every library board that will miraculously make everyone work well together. BUT! If you can communicate clearly and effectively, as in the second example, then not only do you set a good example for your board of how to conduct themselves in the meeting when there are disagreements, but you also increase your own credibility of being able to handle difficult situations.

The second half to this point is that if you do not communicate clearly with your board, you cannot expect that they automatically know what you are thinking or where you stand. At one point in my career I was having some issues with my board, however, in the midst of that I had struggles with one particular member more than the others. After months of agonizing over the issues I asked the board if I could have a few minutes to address some issues I had. In that meeting I delineated my concerns as well as what boundaries needed to be set and the changes that needed to be made for me to continue in my position. At the end of the meeting we had come to an understanding and I was sure that particular board member HAD to realize that they were a big part of the problem. However, two days later they came to me at the library and asked to discuss the issues I had brought up. I remember sitting in that meeting and the board member saying “I’m so sorry you feel like this is a problem. Who do you feel is causing the biggest problems with points X,Y, and Z that you mentioned?” I sat silent and incredulous. First, I would never have discussed another of the board members behind their back in this meeting, but second, how could this individual not know they were the one I had been talking about?! I gave myself a minute to calm down and then explained to them that they were the one causing those issues and gave them several examples. They apologized and we discussed different ways their concerns or thoughts could be handled appropriately in a meeting. Over time, things improved! I realized that day that I had likely caused myself much more headache than necessary by trying to diplomatically imply my struggles with that board member rather than clearly (but still respectfully!) telling them what issues I was having with their behavior and why it was causing problems.

My new motto? People don’t know what you don’t tell them. Communicating clearly and effectively can save you and your board members sanity.  

3.      Set appropriate boundaries and stick to them.

Regarding clear communication, it is okay and even important for you to set boundaries with your board members and stick to them. Do you have a board member who wants to come in weekly and vent about their issues? Do you have a board member who checks in regularly to tell you how to do your job? Or do you sit in meetings while your board members silence you as they discuss decisions about the library without your input? Then you need to set some boundaries!

Yes, your board members are important and you should be respectful of their position. However, it is also important that they are respectful of yours. You were hired to do a job and if their interference is making that difficult then you need to speak up.

That board member that comes in weekly to vent? Kindly let them know that if they have issues they should bring it up with the board as a whole so a solution can be reached, but you have a list of tasks to complete and their weekly venting sessions are making it difficult to complete the responsibilities of your position.

The board member who regularly tells you how to do your job? Remind them that, though you value their input, you are the one with the experience, degree, etc. and you are very aware of how to do your job. If they feel you should be making changes then they should bring those concerns to the board because the board acts as a whole in making decisions about your position, they -individually- do not.

Or do you feel silenced in board meetings, watching as a spectator while your library is discussed and decisions made? Reinforce to your board that you were hired to this position for a reason. You have the knowledge and you are capable of doing your job and speaking on behalf of your library, which is your responsibility in a board meeting! Decisions should not be made completely without your input being welcome. Which leads perfectly into our next point:

4.      Know and speak your worth and value.

You might have the best board in the world and still sometimes they will forget that they are dealing with someone who works in the library day-in and day-out and likely has experience and knowledge they will never have. Do not be afraid to remind your board that you worked hard to be where you are. That you are the one working with the staff and community, that you know your library, that you have the expertise in the field. Whether you are asking for a raise, defending your performance evaluation, or feel that you are being silenced in meetings, it is your responsibility to stand up for yourself and your library. Your staff do not benefit if you do not have a voice.

5.      Give credit where credit is due (to the board AND your staff).

Here’s the thing. Even if your board is not the greatest, they are very likely not completely failing, so give credit where credit is due. Did they pass a policy that is helpful? Let them know how great it is that they made those changes and how useful it will be to the staff now! Did they approve a budget line that is exciting for your library? Thank them for the opportunity to start that new service or renovation or whatever it is! The more you let them know that they are helpful and important and that you appreciate their time, work, and effort, the more they are likely to give more time, work, and effort to be a good board member.

But this point is two-fold! Also make sure you are giving credit where credit is due for your staff! Did someone run a successful program? Let the board know! Was a problem solved because one of your clerks had a great idea? Tell the board! Contrary to the belief of many supervisors, managers, and directors, telling your board that someone else in your organization had a great idea, solved the problem, or succeeded will not lessen your abilities or make you seem incompetent. It will showcase your leadership skills and your involvement with your staff in the day-to-day making sure everyone at the library is successful.