作者：吳則脩 Tim Wu / 正道董事會主席
當有新成員加入我們的董事會，我們會請他在第一次的會議中，作一個五分鐘的簡報，介紹自己的生活和興趣； 我們稱之為“是什麼成就了現在的你？” 董事會主席和董事會成員之間的關係，是從認識了解每個新成員開始，然後我們再以董事會的身分一起工作。 我們也會在每次會議中安排時間給董事會成員，請他們分享上帝在他們生活中的作為和見證。
作為主席，我認為我的角色超越了董事會治理和策略規劃。 人的因素始終都存在—一個能互助和協作的文化對機構的健康發展至關重要。 成功地應用這些原則可以將董事會、行政部門和教職人員更加緊密地聯結在一起。
這項工作會不斷地推進。 隨著新成員加入董事會，團隊動態每年都會出現變化。 我注意到新成員在第一次會議上會嘗試摸索試圖了解狀況。 在第二次會議上，他們開始提問。 當我觀察到他們可以放心提問時，我就知道我們的方向對了。
Building a culture that listens and trusts
Tim Wu / Logos Board Chair
When a new member joins our board, we ask them to prepare a five-minute slide show about their lives and interests for their first meeting; we call it “What makes You, you?” The relationship between the board chair and the board begins by knowing each new member as a person before working together as board members. We also allot time at each meeting for board members to share stories and testimonies about how God works in their lives.
Trust, empathy, and vulnerability are three essential principles I strive to build within our board, and I hope to extend them to the seminary students who will need those skills as they venture out to work and serve in our changing world.
As chair, I see my role extending beyond board governance and strategies. There is always a people element – a culture that promotes synergy and collaboration that is essential to the health of the institution. Applying these principles successfully binds the board, administration, and faculty closer together.
The work continues to evolve. The team dynamics change every year with new members joining the board. I notice that new members are trying to figure things out at their first meeting. At their second meeting, they start to ask questions. They feel safe. And when I see that, I know we are heading down the right path.