Q:
We were wondering if you had a basic description
of an advisory board. We have such a board,
but there are some differences of opinion
about what its purpose should be.
A:
First, let me say that I’m glad you
all agree that there should be a purpose.
Far too many organizations create “advisory
boards” with little intent other than
to use them as a dumping ground for those
who are no longer productively serving the
organization. They typically label the individuals
on these “boards” as “honorary”
– implying value to the organization
– but then never use them in a meaningful
way, Without a clearly defined purpose, these
individuals soon drift away – and generally
not happily as they are all too aware that
these advisory boards are and always were
a sham.
This
doesn’t have to be the case. Advisory
boards can be very effective if there is a
valid raison d'être and the members
understand how their charge will positively
impact the organization. That charge may be
different for different organizations. Some
organizations use these groups as a source
of technical advice. For instance, a voluntary
health organization might pull together physicians
and scientists who specialize in a related
field and rely on them to make educated decisions
about how best to allocate the organization’s
research dollars. Other organizations use
advisory groups as a way to involve more –
or a different group of – people. Commonly,
this is where an organization will bring in
big names to facilitate its fund raising.
The key is, the groups must have clearly defined
responsibilities that play a very real role
in helping the organization further its mission
and vision. As indicated above, this is true
even when the group is being used as a means
to “kick people upstairs.”
Along
with clear responsibilities, I have found
it is valuable to have this group meet periodically
and to get regular updates about the organization
– its successes and concerns. It is
rarely fulfilling to work in a vacuum. People
need to feel a part of something bigger than
themselves. They need to feel that the organization
and other individuals rely on their efforts.
It doesn’t hurt to build in recognition
for your advisors, either!
In
my mind, there is one other issue that should
be considered here and that is the name you
choose for this group. Personally, I have
always been very uncomfortable with “board.”
You have one legal board. Multiple “boards”
can get very confusing. And, when you really
rely on your advisory group to advise, the
people giving the advice expect that you’ll
take it. If your board – the legal one
– has a different view of how to proceed,
you can get caught up in an ugly battle. Better
to come up with a totally unrelated moniker
such as community resource council or something
related to its task, such as scientific advisory
panel.
