The Importance of Momentum: a Problem for Boards

 Momentum, (and maintaining it), is infrequently mentioned in discussions concerning leaders; (however, Jim Collins discussed it in Good to Great in terms of spinning a fly-wheel and accelerating it). And, Brian Tracy in his little but powerful book, Eat That Frog, stresses not only initiative (a bias for action), but the importance of sustaining momentum once one has started on an initiative, this to sustain the discipline and energy required to complete what you have tackled. 

I wholeheartedly agree. I immediately saw especially the difficulty for boards. Repeatedly I have seen boards get concerned about the need for an action or excited about getting governance training, such as being trained in Policy Governance, developing much needed policies, or improved dynamic, only to procrastinate the action or the training. A board elects to be oriented or receive introductory training and then does nothing—no decisions, no calendar, no deadlines, no action, nothing. This kills momentum and kills the energy of the initial start. This phenomenon applies as well to tough decisions, e.g., dealing with a CEO or a financial issue—putting it off...and off, ...(perhaps "until I’m off the board" (or out of Congress)).

To solve this, I’m convinced the board needs to vote intent immediately while it has energy and a sense of urgency—and clearly express its intent. Boards are very susceptible to loss of momentum. Time kills one’s sense of urgency. Boards meet infrequently. Procrastination of a decision, any decision, diminishes the sense of urgency that originally triggered it. (This is true personally as well.) An opponent of a proposal on staff or on the board, the CEO, or the Chair, who does not want action will sometimes urge delay for just that reason—slow the staff or board down and maybe they’ll forget about it (he hopes); the sense of urgency will dissipate and the board will return to its normal reactive passivity. By the way, this procrastination is different than taking time to understand and reflect. If that is needed—do it…and maintain the momentum! Set the next step, the date due, and the person or committee accountable.

Board member turnover worsens this dynamic. The new member(s) comes with no history, no commitment and no sense of urgency.

Consequently, the role of the chair (or a team “captain” playing whip) is vital. A passive and lazy chair is death to effective governance.

(Published on website 1/14/13)

RMB