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There are times when we find ourselves deep in the weeds, making it difficult to see the bigger picture from that vantage point. I want us—both individually and collectively—to always strive to keep our governance hat on. That should serve as our guiding light, especially during challenging moments.

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The truth is hard to hear but you have to say it to move forward. I think not being honest leads to more harm than good.

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We want to trust our next leaders, but we also carry the weight of what just happened. Bridging that gap starts with honesty (naming what was hard, what we’ve learned, and what needs to change to rebuild confidence). It’s about creating consistent communication, clear expectations, and shared accountability so that trust is not assumed but earned over time.

Trust takes time, especially after disappointment. We should not expect perfection, but honesty, consistency, and follow-through. When we see that, it will be easier to move forward with trust and a shared sense of purpose.

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Going forward, it would be important for the President (or ED) and Board Co-Chairs to continue modeling openness (being honest on what they’re navigating, where they need input, and what they’re learning along the way). Showing up with transparency and humility help build trust and reinforces a culture where the board and staff can work through challenges together with honesty and respect.

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Incorporating regular feedback loops into our governance practice (e.g., brief, low-burden check-ins or surveys after meetings and periodic conversations between board and staff leadership) to surface misunderstandings early and strengthen alignment. These are not about evaluation, but about maintaining trust and addressing issues before they become barriers to collaboration.

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When we are navigating complex or sensitive topics, we could use joint working sessions or retreats that invite both staff and board to explore issues together before decisions are made. This strengthens shared understanding and makes decisions feel co-created rather than handed down or defended

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Establish regular touchpoints between board leadership and senior staff beyond formal meetings. For example, quarterly strategy conversations or debrief sessions after key decisions. When possible (appropriate), share summaries and rationale for major decisions with staff in real time. Predictability reduces speculation and builds confidence in the process.

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When tension arises (e.g., over decisions, equity issues, or communication breakdowns), the board slows down to name what happened, who was impacted, and what needs to be restored.

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We need to live into the Board Values and Community Agreements and be able to share both positive and constructive (negative) feedback in a safe space. 

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We need to live into the Board Values and Community Agreements and be able to share both positive and constructive (negative) feedback in a safe space. 

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I think we need to ask ourselves these questions as self-reflection and also as a board. What areas of trust have been broken, what needs to be repaired. How is everyone going to show up to do their part.

1. Competence: “I trust that you have the ability to do it well.”

2. Consistency: “I trust that you will continue to do it well over time.”

3. Integrity: “I trust that you will choose what is right.”

4. Compassion: “I trust that you will act with care and kindness because you value others as individuals.”

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An opportunity for everyone's voice to be heard (in various formats) and conversations honoring people's perspectives and opposing opinions to help the board come to meaningful decisions and recommendations even when we don't all agree.