Cooperatives are member governed organizations, and the member’s major vehicle of control is through their elected board representatives. Helping those board members to be more effective as they meet and work together, therefore, is in the best interest of the cooperative. The board meeting is a key process that helps cooperative boards to achieve their goals. It is an essential means for helping your cooperative to thrive. It is the primary mechanism that we use to allocate resources to their intended use. It is how we oversee the cooperative and protect it from risk. But the phrase “board meeting” can stir up all sorts of feelings and thoughts. Have you ever been to a board meeting where you felt like you’d rather be anywhere else?
Board meetings often face challenges related to time management, preparation, director engagement, and personal interactions. Perhaps you have experienced some of these situations at your cooperative:
- Meetings take too long
- A lot of information is given with no discussion
- Board members are not engaged in the discussion
- Remote participants seem distracted
- Your role and responsibility are not clear
- Discussions are dominated by one individual
The frustrations from a lack of purpose, poor communication, and misunderstood expectations can be overwhelming. Here are three tools that can help make any board meeting even better.
Tool #1: the agenda
The primary tool for making board meetings better is the meeting agenda. Your agenda can set clear expectations for the meeting and guide directors in the task at hand. It can be a real asset when used properly. If your agenda doesn’t seem effective, consider some of the suggestions below.
- Label items according to their purpose (e.g. for information, for discussion, for decision).
- Set time limits for each agenda item and stick to the schedule.
- If board members tend to draw the meeting out with social interactions, consider scheduling social time as an official part of your agenda.
- Don’t read out loud items that were sent to directors in preparation. Reinforce the need to come prepared.
- Schedule time for training and education.
- Schedule time for open discussion or the introduction of new business.
Your agenda will reflect the focus of the board. Leveraging the power of the board happens when it is looking forward and focused on outcomes. Take a look at your agenda and take note. Does it mostly look backwards (approving reports) or forwards (making decision on future operations)? Is it focused on executing programs, or achieving outcomes? A main duty of the board is to support the mission of the cooperative. Do your agenda items support your mission?
Tool #2: your personal influence
Influence is your ability to change someone or something in an indirect but usually important way. It does not rely on position or authority. We all have an inherent ability to influence the world around us, and especially the people we work with. Developed properly, your influence will build trust, commitment, and loyalty in your organization. Your peers have seen qualities of influence in you that has resulted in your election to the board. They trust you and need your leadership. “The key to successful leadership today” says noted author Ken Blanchard, “is influence, not authority.”
Proper influence begins within yourself. It is based on a foundation of self-awareness and self-regulation. This means that you are able to focus on the needs of the cooperative above your own when making board decision. Your influence builds through cultivating personal relationships and a careful consideration of personal interactions during board meetings. It is rounded out with concerted efforts toward inclusion of all those you serve and empathy for their needs. Although you may be elected from a specific region, your duty as a board member is to represent the needs of all members and make decisions that are in the best interest of the entire membership. Your ability to influence your board meeting will be developed as you consciously apply these concepts.
Tool #3: the bylaws
The third tool is to establish expectations for board member conduct. While some legal expectations or requirements may already be outlined in the cooperative’s bylaws, it’s equally crucial to describe the behaviors and ideals that will contribute to your board’s effectiveness. Your board’s expectations toward due diligence might include a set number of hours dedicated to board education, statements on confidentiality, and policies for attendance. A regular review of your bylaws can help put board members in the proper frame of mind for meetings. This is especially important for orienting new directors. Your bylaws can serve as an agreement between board members, outlining appropriate behaviors and aspirations both within and outside the boardroom.
Park, John. “Three Tools for Better Cooperative Board Meetings.” Southern Ag Today 6(25.5). June 19, 2026. Permalink
