There are lots of reasons to conduct a board performance assessment: regular and honest self-appraisal by board members can help to identify beneficial structural and procedural changes, develop new policies and modify existing ones, and foster “an atmosphere of freshness and openness” that leads to further changes. This type of review rewards directors with a sense of accomplishment and reassures club members that their board is responsive and alert to changing times. The clearest and most consistent benefit of such appraisals is a renewed awareness of and commitment to the organization’s long-term strategy and goals—significant enough in itself to justify the review process.
Unfortunately, a recent survey by NCA and the NCA Foundation on governance best practices shows that self-evaluation processes are not commonly used by club boards—only 18 percent report that their club boards evaluate their own performance against their club’s overall goals. While it’s understandable that conducting self-evaluations can be awkward, embarrassing and complicated, and no one really wants to do them, self-evaluations are a vital part of addressing board weaknesses and reinforcing good governance practices.
Proper self-evaluation requires that the board enumerate and review its responsibilities, including monitoring and implementing strategic initiatives, establishing information and control procedures regarding club mission and objectives, and ensuring compliance with legal requirements and the club’s own ethical standards.
The club board and its performance are best evaluated as a group. Group effectiveness and behavior that enhances it should be rewarded and encouraged. In the final analysis, what individual directors do is relevant only insofar as it impacts group effectiveness. But only the group itself, over time, can correctly judge that impact. Applying predetermined standards will not work.
One exercise that the board can perform is a self-assessment. This is a useful tool for identifying weaknesses in board processes and generating ideas for improvement. The following questions should help you rate your own individual performance and that of your club’s board. Each board member should complete a copy before discussing in a group setting.
On a scale of 1 to 5, indicate the degree to which you agree (5=strongly agree) or disagree (1=strongly disagree) with the following statements about your performance as a board member or the performance of the board as a group.
| Board Evaluation | (1=strongly disagree, 5=strongly agree) |
| 1. The board’s goals are consistent with the club’s mission. | 1 2 3 4 5 |
| 2. I understand: | |
| The board’s goals. | 1 2 3 4 5 |
| My role as a club director. | 1 2 3 4 5 |
| The responsibilities and potential liabilities associated with board service. | 1 2 3 4 5 |
| 3. The board as a group is able to: | |
| Discuss issues when they arise. | 1 2 3 4 5 |
| Consider a variety of solutions. | 1 2 3 4 5 |
| Compromise when necessary. | 1 2 3 4 5 |
| 4. Board conflicts, when they occur, are managed productively. | 1 2 3 4 5 |
| 5. The board’s decision-making processes are generally efficient. | 1 2 3 4 5 |
| 6. The quality of communication is generally satisfactory. | |
| Among board members. | 1 2 3 4 5 |
| From the leadership to members. | 1 2 3 4 5 |
| From the leadership to committees. | 1 2 3 4 5 |
| From members to the leadership. | 1 2 3 4 5 |
| Between committees and staff. | 1 2 3 4 5 |
| Between board and staff. | 1 2 3 4 5 |
| 7. If you could change three things about how your club’s board works together, what would they be and why? |
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Adapted from NCA’s Best Practices for Private Club Leaders.
Cindy Vizza is NCA’s publisher and senior director of knowledge management.
| From the leadership to committees. | 1 2 3 4 5 |
| From members to the leadership. | 1 2 3 4 5 |
| Between committees and staff. | 1 2 3 4 5 |
| Between board and staff. | 1 2 3 4 5 |
| 7. If you could change three things about how your club’s board works together, what would they be and why? |