There is a story about a man who made his livelihood by fishing at the riverbank. He knew how to catch fish and was very good at it.

One day a banker who was camping near the river stopped by and spoke to the fisherman. The dialogue went like this:

Banker: “I’ve been watching you, and I am very impressed by your fishing skills. Why don’t you stop by at my bank and apply for a loan?”

Fisherman: “Why would I want to do that?”

Banker: “So you can buy yourself a boat, modernize how you do things, and catch a lot more fish than you do now.”

Fisherman: “And why would I want to do that?”

Banker: “So you can bring your fish to market and make a lot of money.”

Fisherman: “And why would I want to do that?”

Banker: “So you can buy yourself a fish processing plant and sell seafood products nationally and internationally. Then you can establish your own internationally recognized brand and become a multi millionaire.”

Fisherman: “And why would I want to do that?”

Banker: “So you can retire early and spend the rest of your life fishing...”

Fisherman: “But I’m already doing that now…”

The lesson? Avoid basing your personal decisions solely on buzzwords like growth, branding, and being number one. These should always be secondary to your own goals and values. Make decisions because they are right and not only because they will bring you fame and fortune. Money should be a means to an end, and not an end in itsefl

A similar approach should apply to decision making on boards and councils. Avoid being driven by envy, greed, and a desire for your organization to always be number one. Maintain a mature and measured approach to shared decision making. Remain loyal to your members and stakeholders. Always venture to uphold your organization’s mandate, goals, and core values, and seek to make a difference for the members and stakeholders that you are mandated to serve.