Bonnie Mannix

Based on what I've learned in this module regarding effective personnel transitions, I'd establish (via bylaws) an onboarding process where existing and incoming personnel/advisory board members overlap, whenever possible. While the expectation is that new personnel/members will have different ideas and input, there can be significant value in continuing and/or building upon what currently exists. 

This module emphasized the importance of maximizing board members' time, and made me think of ways to establish creative opportunities for engagement while simultaneously adhering to consistent operational "basics" (e.g., communication, documentation). 

I would also dedicate time during meetings to highlight both achievements and challenges. Many advisory board members are employers, so it's an ideal environment to not only showcase progress but problem-solve.     

One of my primary takeaways from this module is the role that bylaws have in effective onboarding of advisory board members. I'm very familiar with bylaws and their general purpose, but I never thought about the impact they could have from an onboarding perspective; it makes a lot of sense when considering the importance of clarity and buy-in. 

As someone who is new to establishing and working with advisory boards, this module reinforced my initial thoughts regarding functions and potential contributions. I appreciate how the module discussed viewing advisory boards as opportunities as opposed to obligations; it's an important distinction. 

I hope to engage board members by hosting quarterly meetings, as well as an annual "appreciation event" (e.g., breakfast, lunch, or dinner). I also think it would be beneficial to periodically invite students so they can receive industry expertise and advice directly from our industry partners.