Answering three common questions about self-assessment will help you see that the process is not difficult--and can be richly rewarding for everyone involved.

1. Why bother with a board self-assessment? Self-assessment promotes a renewal of each director's commitment both to the organization and its governance. It can be instrumental in building rapport among leaders and staff. It refocuses everyone's attention on the association's mission and can reveal hidden issues and opportunities. And it will help refine the unique culture that every organization owns.

2. How often should the board engage in self-assessment? There are no hard and fast rules. The important thing is to establish the expectation that the process will take place regularly, at defined intervals. If your board meets more than four times a year, consider conducting an evaluation (even if somewhat abbreviated) twice each year. If the board meets less frequently, an annual evaluation may suffice.

Also consider coupling the self-assessment with an existing annual event, such as an extended planning retreat, budget presentation, or orientation for new directors. Even if the new directors can only contribute as outside observers, they may provide insight into how members at large perceive the performance of the board and the association.

3. Exactly how does a self-assessment work? Again, the first step is to recognize the need. The board must reach consensus about the value of the project, and both directors and staff must approach it with enthusiasm. Everyone needs to be prepared to explore such questions as these: What are the attributes of an effective board? How can each director ensure that his or her performance contributes to the association's mission? What changes might streamline the board's work?

Most associations hire an outside facilitator to conduct the assessment--someone with the objectivity to look at the board with fresh eyes and help uncover issues that might be too politically charged or sensitive for insiders to raise. To find a facilitator, most organizations issue a request for proposals to several potential consultants. The ASAE Who's Who Membership Directory and Buyers' Guide contains listings of potential facilitators. (See the sections called Association Management Companies, Management Consultants, and Strategic Planning Consultants.)

The next step is to define the process. Since the self-assessment concept is not new, several excellent models are available to review and adapt. There are also standardized self-assessment guides that can be purchased at low cost off the shelf.

At the core of the process is a written self-assessment survey that generally consists of two distinct sections: one that measures the board's performance and one that helps each director define how well he or she is performing on the leadership team. To ensure candor, directors often complete their surveys anonymously. The facilitator then collects, compiles, and reports the results.

A thorough board self-assessment can be conducted in two sessions and sometimes in just one day, although it's preferable to have more time. In the first session the facilitator carefully explains the process, establishes the ground rules, and develops objectives. In the final session the survey results are revealed and discussed in detail. The facilitator's role is to present the findings, help the board assess the results, and identify measures that will enhance the board's future performance.

Although the self-assessment is a report card, the task of delivering and discussing what may be criticism must be deftly handled to leave the board feeling energized by the process. No one wants to be identified as part of a serious problem or a poorly performing board. This is another reason to engage a professional to guide the process.

As with all projects, it's important to keep your expectations reasonable. For example, if your board is seriously dysfunctional, chances are good that it may take several rounds of self-assessment, properly spaced out, to achieve long-lasting improvement. Most boards, however, can gain a high degree of satisfaction by learning to make even incremental enhancements.

A final thought: The ideal outcome of a self-assessment is to incorporate into the leaders' thinking, processes, and culture the idea that the board should evaluate itself regularly. Once installed in the board's portfolio of management tools, the self-assessment can become one of your association's most effective resources.

Steven Hacker, CAE, is president of the International Association for Exhibition Management, Dallas. E-mail: shacker@iaem.org.

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