Recently, I briefed a group of board directors from various institutions on emerging megatrends in agricultural economics. During the presentation, one of the participants picked up his newspaper and began to read. Well, as my former students will attest, I do not hesitate to call to attention any individual wasting the opportunity to learn. However, in this situation, my jovial attempts were rejected, which brought to mind the question, “What are the true responsibilities of a board director?”

A board member’s first and foremost responsibility is leadership. Of course, leadership includes a professional commitment to the organization and its purpose. Often, it requires putting the needs of the organization ahead of one’s own agenda and wishes. Whether elected or appointed, a board director should lead by example, exhibiting his or her support for the organization.

As a casual observation, many board directors, especially in agriculture, are extremely dedicated and go beyond expectations placed on them in a variety of ways. However, usually at least a few bring a sense of entitlement, or a know-it-all attitude that can zap the synergy of an entire room. In actuality, these types of personalities can hinder staff, management, customers, and ultimately, the organization as a whole. These individuals reflect negatively on the institution and industry. And I have heard the younger generation describe these individuals as “roadblocks to progress.”

While it may seem obvious what board directors should not do, perhaps what they should do is less defined. Let’s examine some of the characteristics of beneficial board directors who guide and improve the organizations to which they commit.

• Board directors and members should be prepared. Give full attention to the information provided, and engage in the committees and tasks to which you are assigned.
• Focus on the betterment of the organization. In other words, check the ego at the door.
• Keep an open mind. While board decisions should be made carefully, being a roadblock to change is not the job of a board director.
• Appreciate the organization’s investment in you and all board members. A board of directors has significant impact on the organization’s future and viability. Recognize the time and expense extended for training, networking sessions and other leadership events.
• Respect your fellow board members, as well as the staff and management of the organization. Support the staff and management in their jobs. Especially when disagreeing, remember that everyone is on the same team.
• Help the organization identify good potential board members. For example, those who read the paper during informational sessions may not be the best choice to lead the organization.
• Serve as a model and mentor to new board members.
• Engage in board meetings. Share with fellow board members your perspective and participate knowledgeably in discussions.
• Exemplify good character. Recognize that when serving as a board director, your actions are seen as part of that organization.
• Don’t just go for the glamour. Be willing to do the work needed, even behind the scenes for the betterment of the organization’s purpose.

I was disappointed to see an apathetic, disrespectful board director not only because his actions tainted the session, but because I am fairly confident he is not interested in what is best for one of agriculture’s most valued institutions. Agriculture has plenty of challenges to overcome, and the leadership of the industry’s supporting organizations should not be one of them. A leadership position requires careful consideration of the elements required, as well as those that are expected.