You say goodbye, I say hello

Finding sufficient time to manage relationships with the chair and board can be challenging, but failure to commit adequate time tends to lead to dysfunction. In return for their time and energy, board members will be regularly briefed and well informed, and championing their organisation is usually part of their job descriptions. So they are in a position to act as ambassadors for that organisation. But what happens after they stand down? When developing communication strategies, how many arts organisations consider how they keep former board members – and former staff – up to date, alongside current stakeholders? 

KEEP DOORS OPEN

Of course, when standing down from a governing body no-one expects to be privy to sensitive information, but if people have been effective directors during their time in office it is likely that they will have regularly found themselves in informal conversations with a variety of stakeholders, peers, supporters and commentators. After resigning they may continue to find themselves in similar situations, but when asked about, say, the rationale behind a particular aspect of their former organisation’s work, often all they can do is shrug. This risks damaging the company’s message and may also make individuals feel ‘discarded’, or resentful that they do not know what is going on. But failure to engage with former board members can result in more than an awkward shrug. If they do not feel valued, they might just encourage a potential sponsor or board member in the direction of another organisation.
Arts organisations would be well advised to try to keep one-time allies on side. Given that organisations probably invest considerable resources to get the right message to stakeholders and key influencers, it would be worthwhile to make sure that all those who are in a position to help are regularly given as much headline (not detailed) information as is appropriate. I am not suggesting that confidential papers should be made available to former directors. However, I am suggesting that non-sensitive information, such as press releases and annual reports, should automatically be sent to previous as well as current board members.

IN THE LOOP
Perhaps the chief executive or artistic director might occasionally circulate a short update to ex-board members, particularly about things that were planned during the time they were serving, but which have been delayed or altered. This is so they are aware of what has shifted and why it has changed, in case anyone asks – and also, frankly, because it is courteous, and in order to capitalise on their goodwill. It is not just a case of sending out the odd mailing; some organisations continue to invite former board members to openings or receptions, and I would urge those who do not to try to, at least from time to time. Apart from encouraging continuing benevolence, these occasions
offer plenty of opportunity for informal updating. It goes without saying that communication is a two-way process, and by keeping the lines open, the organisation encourages its former board members to continue to facilitate introductions, pass on useful information and so on.
The same approach can be taken to staff – although inviting all former employees to first nights or exhibition openings is likely to be impractical. Depending on the size of the organisation, and the number of former employees, there are certainly opportunities that lend themselves to making people feel positive about their former employer. Again, failure to engage former staff, particularly senior executives, may leave them shrugging their shoulders at best and radiating negativity at worst. While exit interviews can be an important moment in the relationship between a company and its board members or employees, it makes sense for arts organisations to give a proportion of the attention paid to briefing and induction processes to the aftercare of those who have been of valuable service. That way their ambassadorial activities can be extended indefinitely.