My recipe for collaborative happiness is to understand the expectations and limitations of both sides.
The trustees should set their strategies early and then involve the SMT in devising the operational objectives and plans that will deliver. Give the SMT plenty of rope but make sure they know how long it is by writing up delegated authorities.
To give value you must feel valued - if a member of the SMT has agreed to achieve/do something they must be clear about the measures and timescales the trustees are using, for example, and be left to get on with it, then praised when they do it.
If the SMT is providing regular reports for trustee meetings they should understand what the trustees want the information for and be given the chance to suggest how it is presented. (Someone on the Trustee board may have to take responsibility agreeing on presentation).
The trustees need to plan their own activities well in advance - neither side gets good value out of demands for information made two days before the trustee meeting.
Avoid a blame culture - if something doesn't work or doesn't get done there is probably a good reason - whether the SMT was doing it or the Trustees. Usually it is not the job of the trustees to discipline anyone except the CEO - don't undermine their authority and cause management confusion.
Trustees need to be aware of when they are acting as "volunteers" - i.e. getting involved in activities of the charity - as opposed to when they are being trustees - i.e. seeing to the strategy and general direction.
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My recipe for collaborative happiness is to understand the expectations and limitations of both sides.
The trustees should set their strategies early and then involve the SMT in devising the operational objectives and plans that will deliver. Give the SMT plenty of rope but make sure they know how long it is by writing up delegated authorities.
To give value you must feel valued - if a member of the SMT has agreed to achieve/do something they must be clear about the measures and timescales the trustees are using, for example, and be left to get on with it, then praised when they do it.
If the SMT is providing regular reports for trustee meetings they should understand what the trustees want the information for and be given the chance to suggest how it is presented. (Someone on the Trustee board may have to take responsibility agreeing on presentation).
The trustees need to plan their own activities well in advance - neither side gets good value out of demands for information made two days before the trustee meeting.
Avoid a blame culture - if something doesn't work or doesn't get done there is probably a good reason - whether the SMT was doing it or the Trustees. Usually it is not the job of the trustees to discipline anyone except the CEO - don't undermine their authority and cause management confusion.
Trustees need to be aware of when they are acting as "volunteers" - i.e. getting involved in activities of the charity - as opposed to when they are being trustees - i.e. seeing to the strategy and general direction.