Why you want FLABBY board retreats

On Board Online • April 2, 2018

By Jamie McPherson
Leadership Development Manager

A common misconception is that only boards who are in some type of dysfunction should engage in a retreat.

Although dysfunction necessitates a retreat, many high performing boards see the value in holding regular retreats. They discuss processes and protocols on items such as requesting information, communicating via email and responding to community complaints.

This helps new board members acclimate and establishes a culture of teamwork. Sometimes boards find ways to improve operations by adding a new operating procedure or obtaining professional development on specific topics, such as budgeting or capital projects.

Summer is a popular time to schedule these events - particularly after new board members are seated in July. Any change in membership alters the dynamics of a team. Holding a retreat can be an excellent way to orient new members, re-energize, focus and build unity.

Some of the most common topics for board retreats are roles and responsibilities, conflict resolution, communication, team-building and clarifying operating procedures.

Board retreats are intended to educate the board, deal with interpersonal issues and conduct team-building efforts. Meetings on such topics are not subject to the Open Meetings Law; they can be conducted privately.

NYSSBA's Leadership Development department provides facilitators for about 90 retreats annually to school boards across the state. No matter what topic is discussed, board members tell us they find value in these retreats and typically leave with a renewed sense of commitment to their work at the board table.

NYSSBA recognizes retreats as a best practice in governance and recommends every governance team engage in one at least once a year.

To be truly effective, board retreats must be carefully planned, coordinated and executed. Planners can be guided by the acronym FLABBY, as follows:

Facilitator
A good facilitator can ensure your retreat is focused and engaging, and that the conversations are both positive and productive. It is common for boards to hire an outside facilitator to conduct retreats.

Because an outside facilitator is impartial, this can help establish an atmosphere of trust. This allows members to express themselves and help them to listen to one another. The facilitator should work closely with the superintendent and/or board president to define the retreat's purpose, what outcomes are expected, and what process will be employed to achieve the objectives.

Length
Progress takes time. That starts with a good introduction to the retreat, which helps people get comfortable with the kind of sharing that ensures the boards progress toward breakthroughs. NYSSBA-led retreats are offered in four-hour (half day) sessions or longer sessions of up to eight hours for a full-day session. Sometimes groundwork is laid in one retreat that is expanded upon in a follow-up retreat. A clear understanding of the issues will determine the appropriate length for your retreat, short or long.

Agenda
Having a well-planned agenda is another component crucial to a successful board retreat. Avoid placing too many topics onto the agenda as there needs to be sufficient time to adequately delve into each one. The facilitator should be part of the planning process and collect input from the entire board in order to understand their needs and issues. Many facilitators use a pre-retreat survey to gather individual member input.

Buy-in
Like so many things in school governance, things go a lot smoother when there is buy-in. When planning a retreat, start by seeking everyone's approval for the objectives of the retreat as well as possible dates. In addition, ensure members are afforded the opportunity to express their thoughts and opinions during the initial planning phase. By establishing this type of ownership, members will be more likely to engage and work towards accomplishing the objectives of the retreat.

Breaks
Never underestimate the value of a well-timed break. A retreat should not be a marathon that frays nerves and exhausts participants. Rather, it should be a stimulating, engaging, well-structured discussion that forms groundwork for better teamwork. That includes taking breaks so discussions can restart with new vigor.

Yearly
Your board should have a retreat at least once a year. Some boards have them two or more times a year to tackle different issues or for regular board tune-ups.

For more information on board retreats, contact NYSSBA's Department of Leadership Development at (800) 342-3360.