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In this age of accountability, it's no exaggeration to say that evaluating an association board's performance is more important than ever. Answers to some frequently asked questions on what a board self assessment should cover, where to find assessment tools, and what to do when the board doesn't like what it sees in the mirror are discussed. The questions discussed are: 1. Why is conducting a board self-assessment worth the effort? 2. When is the best time to conduct a board assessment? 3. What are the most important things to assess? 4. How do you actually conduct an assessment? 5. What if your findings are less than flattering?

Here's an aphorism worthy of display on every boardroom wall: "The most effective boards are the most reflective boards, particularly when they're reflecting on their own performance."

In this age of accountability, it's no exaggeration to say that evaluating your board's performance is more important than ever. In case you're new to the concept of board assessments, or you just need a reminder of why self-improvement is so vital, here are answers to some frequently asked questions on what a board self-assessment should cover, where to find assessment tools, and what to do when your board doesn't like what it sees in the mirror.

1. Why is conducting a board self-assessment worth the effort?

Because efficiency plus effectiveness in the board leads to excellence in the organization.

Because as Socrates said, "The unexamined life is not worth living."

Because it's a way to ensure that all board members are fully engaged-which is important because all of us are smarter than one of us.

Because, to paraphrase Netscape founder Jim Barksclale, for a board the main thing is to keep the main thing the main thing.

Because you don't want to be accused of doing the guy thing, which is to keep driving without ever asking for directions even when you don't know where you're going.

2. When is the best time to conduct a board assessment?

Do it before you start approving the budget or planning the agenda for the fiscal year ahead. It only makes sense for the board to get its house in order before tackling association wide issues.

3. What are the most important things to assess?

The primary locus should he on your board's fundamental duties and responsibilities. These usually concern fiscal responsibility, CEO accountability, and mission congruence-that is, whether your time allotment is congruent with what's most important to the organization.

Typical problems your assessment may uncover include micromanagement of the CEU or staff, mission drift, inadequate support for fundraising or fundraising activities, or an overall failure to add value to the organization.

4. How do you actually conduct an assessment?

Traditionally you use a survey that may consist of 50-75 multiple-choice and open-ended questions. These cover everything from the board's knowledge of mission, purpose, and programs to the relationship between the board of directors and CEO.

A new twist is an online assessment tool. Board members can log on at their desks or use the computers at headquarters during a board meeting; the questionnaire usually takes about 45 minutes to complete. With careful planning you can get the results within a matter of hours and have a consultant facilitate a retreat for creating an improvement plan within days.

BoardSource, Washington, D.C., offers both traditional and online assessment tools. Learn more about them by going to www.boardsource.org, clicking on "Consulting & Training," and scrolling down to "Board Self-Assessment."

No matter what form your assessment tool takes, it should be easy to use and practical enough to yield specific action steps for improvement.

5. What if your findings are less than flattering?

In that case, your board must confront the findings and work through them. For example, you'll likely find that most hoard members think well of their own performance but are critical of the board as a whole. Could it be that the board isn't functioning well as a group? Perhaps you'll find uneven participation and performance-people who talk too much, say nothing, or don't show up. That's where good board leadership, especially the board chair, should be prepared to step in. Or maybe you'll find that the hoard spends more time talking about how many inches of asphalt it wants in the association's new parking lot than on the reasons your membership numbers have plummeted.

Once you have the findings, act on them. Don't let them suffer the fate of far too many strategic assessments and gather dust on a high shelf.

One final aphorism: Ultimately, a board will have the organization it deserves. If your board's work is not effective and efficient, that will be reflected in the quality of your association's work. However, if you macrogovern rather than micromanage-if you concentrate on long-term issues and take a strategic approach-your board can add significant value to your association. An assessment lets you make sure that you are indeed doing what you say you're doing: modeling to the organization you serve the willingness to be self-critical and avoiding the temptation to turn mediocre performance into a piece of refrigerator art.