Nurturing positive relationships with an advisory council

Abstract

An Advisory Council is an important component of National Senior Service Corps programs. Project directors can nurture positive relationships with Advisory Council members using short and long-term strategies that incorporate preparation, attentiveness and sensitivity. This effective practice is excerpted from materials developed by Campaign Consultation, Inc., the training and technical assistance provider on issues of sustainability for programs funded by the Corporation for National and Community Service.

Issue

An Advisory Council is a unique body that is made up of individuals who care deeply about an organization. Managing these individuals can be challenging without adequate preparation.

Action

According to Campaign Consultation, Inc., project directors can nurture positive relationships with Advisory Council members in the following ways:

Prepare supporting written material for major agenda items, with an emphasis on more detail, not less. Some Councils will be more interested in specifics than others. However, sufficient detailed information helps the Council make decisions based on facts, not impressions.
Send the agenda to the Council early - i.e., ten days to two weeks before a meeting.
Consult with Council members in advance if they are to give reports. This gives them an opportunity for input and lets them know beforehand what is expected of them.
Create an atmosphere that encourages active participation by making sure that the physical setting of the meeting has parking, is comfortable, and that there is enough time for discussion and reflection, and that the demeanor of the Chairperson invites comments.
Keep the Chairperson fully informed of program, financial, and organizational developments and minimize surprises.
Seek the advice and counsel of the Chairperson on policy issues, on matters that involve other Council members, and on issues that have ramifications beyond the organization.
Project directors should solicit feedback from the Chairperson about his/her own leadership performance.

Short-term strategies for dealing with Advisory Council members who are not performing include:

Check to be sure that expectations were made clear to the advisory council member before he or she joined the council.
Hold an Advisory Council discussion at which expectations are considered and reaffirmed. Agree on a list of expectations for every advisory council member.
Be sensitive to possible health issues or personal reasons why a good advisory council member isn't participating as much as she or he has in the past.
Transfer responsibilities to someone else, when necessary.
Together with the advisory council member, explore whether she or he has the time right now to be able to be an active council member.

Long-term strategies include:

Make it possible for individuals to take a "leave of absence" from the Advisory Council if they have health, work or other reasons why they cannot participate fully for awhile. An individual can, for example, take a six month maternity leave or a disability leave.
Have an Advisory Council discussion or a written Council survey on what makes it difficult for people to participate fully. There might be things you can change about the frequency, day, time, or length of advisory council meetings that would make it easier for the member to attend. There might also be things about the way the meeting is conducted that could be modified to make the member more willing to attend.
Consider whether advisory council participation is meaningful to Council members. Have lunch with some of the "semi-active" members. Ask how you might be able to make the council more meaningful for them.
Revise what is expected of advisory council members. Perhaps responsibilities have been given to council members that are unrealistic for any but the most motivated advisory council member. Reduce the number of committees and utilize short-term task forces instead.

(Short and long term strategies by Jan Masaoka, Modified from the Board Cafe, the electronic newsletter for members of nonprofit Boards of Directors.)

Legitimate reasons for requiring the removal of an advisory council member include:

Non attendance or inactivity
A conflict of interest or unethical behavior
Obstructive behavior of an advisory council member

(Modified by Campaign Consultation, Inc., from the Board Cafe.)

Context

According to Campaign Consultation, Inc. one of the major stumbling blocks to a successful Advisory Council can sometimes be the project director. Project drectors often state they want strong Advisory Councils, but their actions do not always reinforce this desire.

Outcome

Advisory Council members who feel that they are listened to, given clear expectations, meaningful activities, a well-balanced service load, and are shown genuine respect and recognition, are more likely to remain active members.

Posted On

February 4, 2003

For More Information

Campaign Consultation, Inc.

2817 Saint Paul Street

Baltimore, MD 21218

Phone: (410) 243-7979

Toll-free: 1-877-234-2253

Fax: (410) 243-1024

Website: http://www.campaignconsultation.com/

Email: Success@CampaignConsultation.com

Resources

From The Resource Center library:

Programming for Impact: National Toolkit

Item number: K0565

Unleash the True Power of Your Advisory Council

Item number: R1940

Related Practices

Related sites

Board Cafe

Resource Center