I’m always encouraged when trustees bring thoughtful questions to the boardroom. Sometimes I notice that many of these questions, while important, are more about management than governance. For example: “How do we get newcomers to subscribe?” or “How do we attract new audiences?” These are operational questions that fall under the staff’s purview.

The role of the board is not to solve these tactical problems but to ask strategic questions that guide and support staff efforts. Instead of “How do we do it?,” a governance-minded question might be: “What are other companies doing to attract new audiences?” or “Is there research from OPERA America or peer organizations about effective strategies?” You might also ask, “Are we engaged with local arts groups to address shared audience challenges?” or “Are we allocating resources to learn from others’ successes and failures?”

It’s perfectly appropriate — and encouraged — for trustees to be concerned about these topics. But the governance role is about oversight and learning, not implementation. Trustees should ensure the organization is referencing successful practices, investing in professional development, and actively engaging in sector-wide conversations.

I’d encourage you to ask your staff whether they’re participating in OPERA America’s marketing or development Zooms, or attending the annual conference, where they can exchange ideas with peers. These are governance-level inquiries that demonstrate board leadership and support.

Ultimately, trustees and staff can be concerned about the same issues, but the lens through which each addresses them is different. Boards must provide thoughtful oversight, ensure institutional learning, and empower staff to deliver results.

This article was published in the Spring/Summer 2025 issue of Across the Board, a publication of OPERA America for opera company trustees.