Board engagement is a term often used but rarely defined. Yet, building a highly engaged board is essential to the vitality of any board and organization. Join us for a lively “talk show” style webinar designed to explore ways to measure and build board engagement – with an eye toward improving your organization’s performance.

1. What is Board Engagement Anyway?

2. Agenda
 Introductions
– Dottie Schindlinger, BoardEffect
– Charles Dahan, behaviorclarity.com
 Overview of Engagement
 Interview with Charles Dahan
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3. Dottie Schindlinger
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 Governance Technology
Evangelist
 18 years’ experience in nonprofit
governance, leadership
development
 Author of several articles & book
chapters on intersection of
technology and governance
 Part of founding team that
developed BoardEffect

4. Charles Dahan
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 Research fellow and Ph.D.
candidate at the University of
Florida political science
department
 Specializing in behavior
psychology, behavioral economics
and public opinion.
 Published in a wide range of
peer-reviewed and industry
publications

5. Goals
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Defining “Engagement”1
Changing MINDSET and define social capital2
Offer suggestions for engagement measurement3

6. What is Engagement?
Psychological Engagement
Tangible Engagement
Professional Engagement
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Quantitative Measurement & Mindset

7. Social Capital
 For members
 Qualification
 Benefits
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8. Psychological Engagement
 The relationship an individual believes they hold
toward the organization
 “Warmth”
 Survey measurement
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9. How to Measure
 Participation in activities without personal
benefits
 Trajectory of participation
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10. Tangible Investment
 Intensity of participation
– Time
– Resources ($)
 Non-invasive measures (often with software)
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11. Caveat and How to Measure
 Meet member need
– Example: Magazine Members
 Provide level of resources a member desires, not
what you think is “best”
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12. Professional Engagement
 Investment in the mission of the organization,
including:
– Individual Development
 Consuming resources for training, leadership, etc
– Group Development
 Participation in conferences, leadership groups, networking
groups, mentoring
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13. Examples
 Hours committed
 Attendance
 Resource consumption (particularly for board
members)
 Collaboration
 Network depth and breadth
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14. Network Effects
 Compound Benefits: Why professional development
and leadership training are investments
 Latent Measures
– Depth: Time spent with colleagues, attendance
– Breadth: Number and distance of contacts
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15. Conclusion
 Increase Social Capital … Trust
– Psychological Engagement: Warmth
– Tangible Engagement: Resources
– Professional Engagement: Leadership Resource
Consumption
 Quantification: Latent vs. Invasive Measures
 Network Effects
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16. Interview
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Charles Dahan
Political Science Research Fellow, University of Florida

17. Bibliography
Cited in Blog Post
 Adkins, A. (n.d.). U.S. Employee Engagement Unchanged in November. Gallup.com. Retrieved
December 10, 2015, from http://bit.ly/1nqTNNr
 Crowley, M. (2015). Employee Engagement Isn’t Getting Better and Gallup Shares the
Surprising Reasons Why. Lead From the Heart.
 Ford, D. (2013). Larky Offers Up Member Benefits At Your Fingertips. Associations Now.
Retrieved from http://bit.ly/1ZWR8Y4
 Rominiecki, J. (2013). No Title. Associations Now. Retrieved from http://bit.ly/1WQaLB4
 Rominiecki, J. (2014). What We’re Scoring When We're Scoring Engagement. ASAE Now.
 Wollebæk, D., & Selle, P. (2003). Participation and Social Capital Formation : Norway in a
Comparative Perspective. Scandinavian Political Studies, 26(1), 67–91. doi:10.1111/1467-
9477.00080
 Tate & Tryon. Membership Metrics: A Review of Current and Best Practices. (September 2013).
http://bit.ly/1TqirtV
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18. What is Board Engagement Anyway?