Recently, an executive shared something that stopped me in my tracks: “Our board has no identity.”
That statement stuck with me. Is that common? Should a board have a unique identity? And if so, how does a board go about developing one?
As we continued our conversation, I offered the idea that perhaps what was missing was intentional governance only to later discover that “Intentional Governance” is, in fact, a real and recognized framework. So, what exactly does it mean? And how can a board bring it to life?
Step 1: Recognize the board as a collective entity
First, it starts with understanding that your board is more than a collection of individuals. When directors gather around the table, they operate as a single entity, making collective decisions and setting the organization’s direction.
Executives—how would you describe your board’s identity?
Board members—how would you describe it?
If there’s a gap or inconsistency in those answers, that’s your starting point.
Step 2: Invest in the board’s development
Strong boards don’t just happen. High-performing boards invest time in understanding each member’s strengths and how those contribute to the group’s dynamic. When boards operate with intention, they move beyond “checking boxes” and lean into being a cohesive, strategic leadership body.
Step 3: Embrace conflict
Remember Bruce Tuckman’s team development model—forming, storming, norming, performing? That “storming” phase? It’s not a detour—it’s essential.
Conflict is normal. It’s not the presence of disagreement that derails boards—it’s the lack of skill in navigating it. Healthy conflict sharpens thinking, strengthens trust, and allows the board to grow as a team.
Step 4: Develop an identity together
Once your board has acknowledged its collective role, invested in its development, and embraced healthy friction, the next step is to intentionally craft your board’s identity. I recommend a strategic planning session focused solely on the board itself—not the credit union or the CEO’s goals.
Some objectives for that session might include:
- Developing a Board Identity Statement (think of it as your board’s brand or promise to members).
- Creating a Board Succession Plan.
- Establishing a set of Shared Values or a Commitment Statement.
One practical tool I’ve found effective in this work is a SOAR Analysis (Strengths, Opportunities, Aspirations, Results). It helps surface what the board does well, what it wants to become, and what success looks like setting the stage for meaningful succession planning and team alignment.
When boards understand their current composition, identify gaps, and articulate the skills and perspectives needed for future members, they create space for intentional, strategic growth.
Your board’s brand matters
Think of your board’s identity statement as a branding exercise. A brand is simply a promise to the people you serve. So, what promise does your board make? Who are your customers? Members, employees, community partners?
Final step: Shared values and accountability
Establishing a set of shared values—or a behavioral covenant—is one of the most powerful steps a board can take. These values define how members agree to “show up” for one another. They provide a basis for accountability, guide decisions, and foster a team-minded culture in the boardroom.
If your board is ready to lean into this work, Zealyst offers great services to support you.
Reach out today to learn more at info@zealyst.com.
Identity doesn’t happen by accident—it’s the result of intentional governance. And it’s never too late to begin.
