Building Better Boards: Key Takeaways from My ICD.D Experience

After years of working with not-for-profit organizations and boards of directors, I still occasionally felt imposter syndrome creep in. Earning my ICD.D designation through the Directors Education Program (DEP) reinforced my knowledge and gave me new insights into governance best practices. More importantly, it strengthened my resolve to ensure that the boards we work with are not just functional but truly effective.

The ICD.D (Institute of Corporate Directors Designation) is a certification for directors that signifies a deep understanding of governance, risk management, financial oversight, and strategic leadership. For anyone working with boards—whether as a director, executive, or advisor—it’s an incredible resource that offers practical tools and real-world insights. The ICD.D isn’t just about understanding governance rules; it’s about learning how to build stronger, more effective boards that make a real impact.

As an Association Management Company (AMC) and as advisors, we carry the weight of ensuring boards have the knowledge and direction they need to make sound decisions for their associations. While governance is ultimately the board’s responsibility, many directors—especially in associations—are new to the role and don’t always have a clear understanding of their duties. That’s why we aim to equip directors with the confidence to make tough decisions and the awareness of why their role is so critical.

The Governance Gap in Associations

We’ve seen firsthand how governance—or the lack of it—impacts associations. Some recent examples include:

• Lack of role clarity: Some boards focus too much on operational tasks instead of strategic leadership. In other cases, boards fail to provide proper financial oversight, only realizing mismanagement when it’s too late to prevent damage.

• Weak policies: Some boards don’t place enough importance on following their bylaws and policies because they don’t fully grasp the risks and consequences. They make decisions as if governance is optional rather than essential.

• Over-reliance on one leader: Too often, associations struggle when an Executive Director or key board member leaves. Without a succession or business continuity plan, the board is left scrambling for months, trying to piece things together.

These gaps put associations at risk. Governance isn’t just about following rules—it’s about protecting and strengthening the organization.

Public vs. Not-for-Profit Boards

During my ICD.D course, I realized that some of these governance gaps are more unique to not-for-profit boards than public boards, which were a significant focus of the program. One major distinction between the two is experience. Public board members typically have extensive governance backgrounds, deep financial expertise, and are compensated for their roles. In contrast, association boards are often made up of passionate volunteers who may lack formal governance training. That’s why board education is essential in the not-for-profit sector. Strong governance isn’t just a safeguard—it’s a powerful opportunity for associations to amplify their influence, build long-term impact, and lead their industries with confidence. Associations that embrace governance as a strategic advantage can unlock new opportunities for growth, credibility, and sustainability.

Key Questions Every Board Should Consider

Through my ICD.D and the rigorous accreditation standards we meet as an accredited AMC, we’ve identified key governance takeaways that are essential for strong and effective boards. Before diving into specific governance questions, it’s important to recognize that strong boards don’t just react to challenges—they anticipate them.

Proactive governance ensures that an association is prepared for leadership transitions, financial oversight, and strategic decision-making. One key lesson that really stuck with me during my ICD.D training is how critical it is for organizations to be ready for crises—whether they’re related to cybersecurity, reputational risk, financial instability, operational challenges, or a controversial decision. There’s no time to build a plan when faced with an emergency. In the class, it was made abundantly clear that a board must act quickly and decisively in such situations. Asking the right questions and anticipating potential risks allows boards to be prepared, so when crisis strikes, they can respond swiftly and effectively. Proactive governance reveals gaps and opportunities that might otherwise go unnoticed, ensuring an association’s resilience in the face of adversity.

1. Succession Planning: If your Executive Director left tomorrow, would your association continue running smoothly? Are policies and critical information documented?

2. Board Meetings: Are meetings focused on strategy and advancing the association’s mission, or are they bogged down in operational discussions?

3. Risk Management: What is your crisis plan? Are you prepared for cybersecurity threats or financial instability?

4. Financial Oversight: Are you actively reviewing financials beyond a glance at the bottom line? Are revenues at risk? Are you asking questions?

5. Diversity and Inclusion: How does your association reflect and promote DEI initiatives? Are you leading by example for your members?

6. Avoiding Groupthink: Are decisions dominated by one or two voices? A strong board encourages diverse perspectives and constructive debate.

   
   

Governance: The Power to Transform Your Association

A strong board’s influence is clear in how an association’s performance shifts as board members come and go. With each transition, leadership changes—and so does the association’s impact. As a director, your legacy should be one of stability, progress, and lasting success.

Governance isn’t just about structure; it’s about creating lasting impact. When a board is proactive, strategic, and well-informed, the entire association thrives. Effective governance opens doors to better funding, stronger advocacy, and a reputation that commands respect.

As an AMC, we don’t just advise on governance; we embed it into the DNA of the associations we serve. We believe that a well-run board isn’t just managing an organization, it’s shaping the future of an entire industry.

An association’s success is only as strong as the governance behind it. The question isn’t whether your board is functioning—it’s whether it’s truly leading.

Written by: Sara Robinson, ICD.D

President & CEO, HOST Management

For a more in depth overview of Board of Director responsibilities, visit one of our earlier blog posts: https://www.hostmanagement.ca/post/understanding-the-role-and-responsibilities-of-association-boards-of-directors