Thread by @GovernCulture

🧵 Welcome to the final week of #GovernanceNow2020 on The Future of Governance! 🎉

Follow this thread for highlights and join the conversation using the hashtag #GovernanceNow2020

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👉🏿Our Keynote Speaker today is Sir John Tusa, with a response from Anna Lowe (@AnnaLowe4)

👉🏿Hear provocation's from Matt Wilde (@_mattwilde), Toks Dada (@ToksDada) and Tatum Swithenbank (@tatumkarmen)

👉🏿Roly Keating (@rolykeating) will be delivering the closing remarks

Sir John Tusa’s Keynote is on ‘Making a Meal of Governance: Why do we get it so Wrong?'

Sir John Tusa is a broadcaster, writer, arts manager and former Chair of @CloreLeadership

Anna Lowe (@AnnaLowe4) is the co-founder of @_smartify and a trustee at @Tate

Sir John Tusa will draw on his experience on boards and tease out some observations and advice in his Keynote...

"Postitive experiences [on Boards] should not be taken for granted." - Sir John Tusa

Governance on cultural Boards is no different from governance on corporate Boards. Cultural governance is not inferior, less complex or less difficult than in the corporate sector - Sir John Tusa

"The Board needs information to carry out its supervisory responsibility -but how much is too much?" - Sir John Tusa

The central relationship between the Chair and Chief Executive must be positive, and "as one" - Sir John Tusa

Chairs and Chief Executives need to have a relationship that is generous and positive - one way to ensure this is to take time when appointing Chairs.

Another way is to ensure that the Chair and Chief Executive are compatible.

"Open, honest, searching and admirable" relationships need to be fostered by Chairs and Chief Executives for the health of the Board and organisation as a whole - Sir John Tusa

Inductions into Boards should not be just a tick-box operation - inductions should give Board members a feeling of the organisation and insight into what is expected of them in their role.

So how should Boards spend their time?

They need to look at the strategy, and its implementation - give Boards time for curiosity, intuition and conversation.

Some advice from Sir John Tusa:

1. Take some time to appoint Chairs.
2. Encourage ideas and asking questions.
3. You're not on a Board for your skills, but your common sense.
4. Join a Board, you'll learn a lot!
6. If the Chair and CEO are not getting along, run for the hills!

Now we are hearing from Anna Lowe (@AnnaLowe4), who has recently joined @Tate as a trustee...

Anna's reflections from her time as a Trustee:

Focus on where you can add value. Join sub-committees where you feel your voice will be heard. - @AnnaLowe4

You need a Trustee who can "bang the sustainability drum". This means that sustainability will always be on the agenda.

Trustees need to work on the Race Equality Taskforce, especially in the current climate. This ensures that marginalised voices are heard.

"As a young Trustee, take time to get to know your fellow Trustees. Have 1-2-1s with different members of the Board and find common ground" - @AnnaLowe4

Meetings need to be open and accessible, this is something Anna (@AnnaLowe4) has experienced as her time as a Trustee.

This ensures that all members have a space to be heard and are on an equal playing field.

"Young people need to remember that Trustee roles are for them! Being on a Board takes a lot of effort, but it's worth considering how much time you are willing to volunteer." - @AnnaLowe4

The first question to the Speakers is about pay on the Board - both Speakers have expressed that the voluntary nature of working on Boards is what makes the role special. Trustees can take away a lot of experience, connections and relationships from their time on Boards.

The next question is on recruitment, and how the recruitment process can ensure greater representation and a good fit for the Board.

Speakers have expressed that the recruitment process should identify passion and lived experience. Spend time and put effort into the process.

Last question is on how to solve conflict on the Board - especially between Chair and CEO?

A: The Board has to face up to the dysfunctional relationship and not ignore it. This could be disastrous for the entire organisation.

Tips on good Chairing:

Anna Lowe (@AnnaLowe4) - keep to time!

Sir John Tusa: Chairs must not think that they are the most important person. Know that the organisation is much bigger than you.

👋🏿 delegates will now be going into a break, but this will be followed by brilliant provocations from young trustees Matt Wilde (@_mattwilde), Toks Dada (@ToksDada) and Tatum Swithenbank (@tatumkarmen)!

@_mattwilde @ToksDada @tatumkarmen Welcome back to the final session of #GovernanceNow2020!

We're ready for our young trustees (part of the 7% of Board members under 50!) to bring our conference towards its close with provocations on 'Future Boards'.

@_mattwilde @ToksDada @tatumkarmen First up is @ToksDada

'Having a seat at the table is not only an honour, it's a privilege.'

Boards are not necessarily representative of the people the organisation serves. Board members need time to give and (sometimes) money to donate.

@_mattwilde @ToksDada @tatumkarmen Toks took on his first Board role at just 21 and has now sat on three Boards.

'How can we get more young administrators on our Boards? Organisations that employ young people play a crucial role in this, giving them time out to attend Board meetings.'

@_mattwilde @ToksDada @tatumkarmen Should we look at Corporate models outside the Arts?

Could larger and smaller organisations collaborate together to augment the pool of Trustees for the future?

How do we bring Freelance artists and workers into the rooms when if they don't work, they don't get paid?

@_mattwilde @ToksDada @tatumkarmen Next up is Tatum Swithenbank (@tatumkarmen), Trustee @RoundhouseLDN.

'Diversifying Boards is the bare minimum, inclusion needs to be implemented throughout the organisation.'

@_mattwilde @ToksDada @tatumkarmen @RoundhouseLDN New Staff and Trustees will need support and training. They won't inherently know the jargon/protocol but that does not mean their voice shouldn't be heard.

'We can't give a role to one person & send them out to speak on everything. Person-centred approaches are essential.'

@_mattwilde @ToksDada @tatumkarmen @RoundhouseLDN Covid-19 has offered opportunities to people who previously have not been able to engage with Boards and/or Diversity and Inclusion conversations.

Things can co-exist online and offline so we should keep these advantages that this situation has offered.

@_mattwilde @ToksDada @tatumkarmen @RoundhouseLDN Our final provocation comes from current Clore Fellow @_mattwilde.

'Less than 3% of Board members are under 30 and yet how many charities exist to support young people?'

@_mattwilde @ToksDada @tatumkarmen @RoundhouseLDN Young people have never known a world where information wasn't instantly at their finger tips. It has shaped the way they see the world and what they believe can be achieved.

Younger Trustees allow us to be agile and respond to issues that are important to our communities.

@_mattwilde @ToksDada @tatumkarmen @RoundhouseLDN Don't worry about younger trustees not staying on your Board for a long time.

Governance should be exciting for anyone regardless of age. Focus on the assets of each trustee - age does not directly correspond to experience.

@_mattwilde @ToksDada @tatumkarmen @RoundhouseLDN 'We have a choice to embrace the skills and experiences of younger Trustees.'

What would it take for your organisation to do this?