Establishing and Leveraging the Expertise of Advisory Boards
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DISCUSSION AND REVIEW PAPER
Establishing and Leveraging the Expertise of Advisory Boards William T. Courtney 1 & Breanne K. Hartley 1 & Mary Rosswurm 1 & Linda A. LeBlanc 2 & Coby J. Lund 3 Accepted: 11 September 2020 # Association for Behavior Analysis International 2020
Abstract The advisory board’s makeup tends to consist of professionals with domains of expertise relevant to the organization they serve. Organizations invite advisory board members to guide the organization’s efforts over an extended period. Still, they do not have fiduciary, operational, or decision-making responsibilities for the organization in the way that a board of directors does. This article provides a framework for a behavior-analytic organization to (a) identify whether an advisory board would be feasible and beneficial, (b) establish an advisory board, and (c) engage and manage an advisory board to best leverage the unique skills and interests of the members. The article includes 2 examples of advisory boards to illustrate the suggested framework and recommendations. Keywords Advisory board . Expertise . Influence . Leadership . Management . Mentoring . Organization
Various not-for-profit and for-profit organizations have advisory boards (ABs) that help guide their efforts. Recent years have witnessed a rapid growth in the establishment of new behavior-analytic organizations (e.g., provider organizations, technology companies, professional organizations), but few of these organizations have ABs. Some organizational leaders may not know much about ABs with respect to their structure and purpose, the benefits of having an AB, and the practical strategies for establishing, managing, and benefiting from an AB. The purpose of this article is to provide guidance to leaders who might consider establishing an AB for their organization. The article provides guidance on what might be gained from an AB; what the best structure, cadence, and responsibilities for the AB might be; and how the AB should be formed and led. Two organizational examples are used to illustrate the framework and recommendations.
Advisors and Directors An AB is a group of individuals requested by the board of directors (BOD) or other leadership within an organization to * William T. Courtney [email protected] 1
LittleStar ABA Therapy, Carmel, IN, USA
2
LeBlanc Behavioral Consulting, Golden, CO, USA
3
Kadiant, Oakland, CA, USA
provide various functions, including providing technical recommendations, bolstering brand and reputation, and potentially assisting with fundraising and identifying potential donors. In effect, their efforts are leveraged as ambassadors for the organization. These individuals are appointed to the AB rather than elected. In contrast to an AB, some organizations have a BOD, which does have a fiduciary responsibility to the mission of the organization. The BOD has frequent contact with leadership, and one primary responsibility is to ensure that it has the correct chief executive officer (CEO) or top leader in the organization. Members of b
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