It’s my opinion

I’ve heard from lots of people about my take on life. Lots of people. Remember, it is my take on life. Sometimes you’re going to agree with me. Sometimes, not so much. And sometimes you’re going to wonder why the H E double spaces after a period I bother to write about some of those “takes” on life. Why, indeed. Ask anyone who writes for a living, it has to be done—the writing.

Recently, I wrote an article about the weirdness of our Regent Theatre (last week to be exact). As regards that piece, I heard from oodles of people who figured I had literally taken their point of view and put it into writing. Not so fast; perhaps my opinion is shaped by what I hear on the street, but I am capable of forming an opinion. Some people stopped me in my daily comings and goings to tell me how they felt about the the Regent Theatre Saga. The good things I heard about the Regent were very good. The bad things I heard about the Regent were very bad. A couple of folks suggested if I had so much insight about the Regent, then maybe I should think about being on the board. To that I say, “not bloody likely.”

And some people asked why I seemed to have such a feeling for the eerie comings and goings-on which seem to plague the grand old lady on Main Street. Although I’m not what you would call a “theatre buff” (I couldn’t tell you how many live performances I’ve zzzz’d through) I do know what it’s like to work with and for boards of directors and boards of management. (I can see Thelma smiling as she reads this.)

It was a relatively short time in my working life, but I was twice engaged in the blood sport of being an employee who took direction from boards of directors. My first experience with a board of directors who thought they were management left me traumatized. My blood pressure still spikes when I think about it. My next experience was as it should be. And, for the records, let’s just say I was really, really good at doing my job but, not so good at the taking direction from a poorly chaired board. I learned boards not only need to have a stellar chairperson, but also, to have a sense of organization’s direction to be good at giving meaningful direction. And employees need to have a sense of humour to deal with those board members who, quite often, are “on board” because it just seemed like a good idea at the time.

Sometimes it is blatantly obvious to everyone (well, almost everyone) that internal communications, between a boards and its employees, will always be dynamic. Indeed, ineffective or poor communication is what propels an organization into a tailspin. Even between the best intentioned boards of directors/management and the most skilled, experienced employees, there will be the frustration of the unspoken. Sparks will always fly. Tempers will simmer, then flare. Voices will be raised. Curtains will be dropped and so, too, will employees.It takes a special kind of employee to roll with the frustrated punches dealt by boards of directors/management. Quite often the punches are dealt publicly in the name of fiscal responsibility, performance and public image. And, almost always, the punches are direct hits on the emotions, the personalities and the reputations of the employees and usually come as a complete blind-sided surprise.

Yup, the person on the front line, in a board-directed organization, is rarely trained to deal with a barrage of blows in what amounts to an unfair fight of many against one. Basically, a board is publicly responsible for transparent communications with everyone and that includes staff and stakeholders. But that’s not always a reality. That being said, in some instances, it takes a special kind of person to be a board member.

But it isn’t always about the “bad old board.” Board members are often lured into a position of responsibility with the promise of an elevated status in the community when, in reality, they should be looking at their service to the community they represent. Employees, engaged by boards, have an excellent opportunity and a professional obligation to educate the public and the board, and don’t always make time to do so. Few board members have any expertise directly related to the organization’s function and purpose. Usually, board members are interested people from the community looking for social interaction. Maybe they want to do something worthwhile. Perhaps they look at their participation as a learning experience and want to be actively engaged. Boards should have their own vision and it should include the education of their membership, the general public, the community and their volunteers. They should have a mission to participate publicly in events, encourage membership and community involvement and above all, work on the engagement, mentoring and retention of experienced, welltrained staff (more than one person, thank you very much).

Will there be a new, next board of directors/managers at the Regent Theatre? Likely. My name will not be on the roster.