It's one thing to work hard to make sure the board you're on is getting governance right, but what about the next board, and the ones after that? In order to avoid the shifts and bumps of uneven governance over time, boards need to look ahead. Where are the next leaders of the co-op? What can we do to make sure the directors we'll need tomorrow are ready and willing to do the job?

You can begin by setting the right example. If the members see that being on the board is a rewarding experience, that being a director means making a difference to the quality of life at the co-op, then they're more likely to want to have a go at being a director themselves. And of course the opposite is also true.

But you need to go further, and actively encourage the members to consider serving on the board. Further on we talk about opening up board training to non-directors. An active nominations committee that invites members to run for the board can really help. And while you shouldn't show personal favouritism, look for members who are already showing an active interest in the co-op. And those you think have potential, especially younger members.

We can't stress this latter point too highly. The future leadership of your co-op won't emerge unless there is a generational mix on the board. A co-op that doesn't have a generational mix on the board will face a leadership gap down the road.

Here are signs that your board plans for its succession:

• you have a nominations committee that seeks out candidates for election to the board
• you actively encourage younger members to get involved in the co-op.

Are you thinking that there's a big gap between the way things look at your co-op and these signs of good governance? It's actually not as hard to reach these standards as you might think.

You'll be well on the way to better governance if you take the job of being a director seriously, pay attention to good communications, and build a good working relationship with your co-op's management.