Written 6651




Importance of Self-Evaluation

De’Vaka Newton

HUMN 6651

Professor Kristin Daily

January 26, 2019

Board Self-Evaluations

Non-profit organizations are run by board of governance that is tasked with ensuring that the goals and the objectives of the organization are achieved through mobilization of resources and overseeing the day-to-day activities. The role of the board members cannot be overlooked as they are the key drivers of the organizations (Bruni-Bossio et al., 2016). The board must, therefore, be developed and especially when the question of their skills, abilities, competencies and work knowledge comes in. Board development simply means that there are efforts put in place to ensure that skill deficiencies are easily identified and addressed (Shi et al., 2017). One of the ways of ensuring that the board development efforts are a success is through board self-evaluations. Self-evaluations means that each board member is able to analyze their weaknesses and strengths and tell the key areas that they feel they still need to improve on or they may need to be trained on. Board self-evaluations are very critical in board governance as they build competent teams; they clearly indicate the key achievements of the team, and act as guidance to the directors, reduce internal conflicts and ensure a good financial stewardship.

A Competent Team is Created

The board self-evaluations ensure that there is a competent board that is committed to good staff leadership. Through the self-evaluations, each member gets to know their strengths and weaknesses (Pigé, 2017). The areas that need improvement are pointed out and each member gets down to trying to become the best versions of themselves (Shi et al., 2017). The results are a competent team; a team that is aware of their weaknesses and works to eliminate them. A competent board means that they are equipped to handle the operations of the organization and are drivers of change towards the fulfillment of the set goals and objectives.

Shows the Achievements of the Board

Through the board evaluations the full board is able to know their competencies and achievements as a group. Positive change is thus created especially because the members are assured that whatever they are doing has been a success (Vandebeek et al., 2016). Getting feedback on the overall performance is a motivation to all the members (Louizi & Kammoun, 2016). Hard work for the board members is always a thankless effort and accomplishment and pointing out the strengths helps to propel the team to achieve even the more by building on what they have already achieved in the previous projects and assignments (Louizi & Kammoun, 2016). The goals of the organization become easy to achieve when the team knows their strengths and weaknesses.

Acts as Guideline to the Directors

The directors also benefit from the board evaluations that are done. The directors get to know what the team has been doing, what they have achieved and what should be done differently to ensure that the goals, mission and the vision of the organization are attained (Louizi & Kammoun, 2016). Goals can only be set when the directors know how much they can achieve with the team on board and self-evaluations are the best tools to give the results (Rowley et al., 2017). The directors are able to commit themselves to the goals and also improve the effectiveness when areas of weaknesses and strengths are presented and made clear to them.

The Self-Evaluations Reduce Internal Conflicts

One of the major causes of conflicts in organizations is skill mismatch. Skill mismatch simply means that a staff member has inadequate skills that do not match their job and they end up frustrated. Inadequate skills means that one cannot perform to the required standards and such is a great disadvantage to the firm (Shi et al., 2017). In most non-profit organizations, the board works as a team and they are always meant to achieve collectively. In the event that one of the members cannot hit the required standards of work then internal conflicts become the order of the day (Bruni-Bossio et al., 2016). The self-evaluations help each individual member of the board to know what they can do better using the skills they posses and whether they can meet the work targets with their skill set. Each member is thus assigned what they can comfortably handle and training programs are arranged if necessary. Harmony is ensured in the organization and the board works as a team to realize the mission and the vision of the organization.

They are a Source of Good Financial Stewardship

Non-profit organizations are entrusted with resources which they are meant to use in an attempt to uplift the welfare of a certain group of people or to solve an identified social problem. Good stewardship means that the board can adequately plan and allocate the resources with utmost transparency and credibility (Bruni-Bossio et al., 2016). Having an incompetent board is one of the causes of mismanagement of funds in the organizations (Pigé, 2017). The self-evaluations show the members who can be trusted with the financial resources of the organization. Good stewardship is ensured. Such is a great way to win the trust and loyalty of the organization’s donors.

In conclusion, the role of the board of governance in non-profit organizations cannot be underestimated. They are the change makers in the organizations and ensure that the stakeholders are guided towards the fulfillment of the set goals and objectives. The board members, however, need to be evaluated to ensure that their weaknesses and strengths are identified. The self-evaluations are extremely important as they clearly show what the team has achieved; the key areas that require training, guide the directors in the setting of goals and formulation of strategies and also ensure that there is a good financial stewardship.


Bruni-Bossio, V., Story, D. C., & Garcea, J. (2016). Board governance in the nonprofit sector: Role-performance relationships of directors. The Innovation journal21(1), 1.

Louizi, A., & Kammoun, R. (2016). Evaluation of corporate governance systems by credit rating agencies. Journal of management & governance20(2), 363-385.

Pigé, B. (2017). Stakeholder theory and corporate governance: the nature of the board information. Management: journal of contemporary management issues7(1), 1-17.

Rowley, T. J., Shipilov, A. V., & Greve, H. R. (2017). Board reform versus profits: The impact of ratings on the adoption of governance practices. Strategic management journal38(4), 815-833.

Shi, W., Connelly, B. L., & Hoskisson, R. E. (2017). External corporate governance and financial fraud: Cognitive evaluation theory insights on agency theory prescriptions. Strategic management journal38(6), 1268-1286.

Vandebeek, A., Voordeckers, W., Lambrechts, F., & Huybrechts, J. (2016). Board role performance and faultlines in family firms: The moderating role of formal board evaluation. Journal of family business strategy7(4), 249-259.