A Thoughtful Start to ISPA Board Service
ISPA’S BOARD OF DIRECTORS governs the association’s strategy, oversees its financial health and safeguards its mission to create lasting value for members. Each year, before their service officially begins, incoming directors take part in a comprehensive orientation process designed to prepare them for their work on the board.
Over time, this process has evolved into a thoughtful and thorough onboarding experience—one that helps new directors understand ISPA’s history, governance structure, financial responsibilities, communication practices and current priorities. Just as importantly, it helps them feel connected to the people with whom they will serve.
The process is truly a team effort, involving current and past ISPA Board leaders as well as the ISPA Team. Together, they help ensure new directors are ready to contribute with confidence, context and a clear understanding of their role.
Volunteer Leadership in Action
The onboarding process reflects the nature of ISPA Board service itself. Serving as an association director is a volunteer commitment—one that asks members to give their time, experience and perspective in service of the organization and the profession. Like many ISPA volunteer roles, board service is not just about holding a title; it is about stepping forward to help shape the future of the industry.
Interested in ISPA Board service? The Expression of Candidacy for the 2027-28 ISPA Board of Directors will open in Q4, giving eligible members the opportunity to put their name forward for a seat.
A foundation for service
The ISPA Board Service Reference Guide serves as an important resource for directors throughout their term and includes helpful documentation, policies and background information related to board service.
The guide is updated each year and shared with the current ISPA Board of Directors and the Nominations Committee, helping ensure that board leaders have access to consistent, current information.
A resource that lasts: The Board Service Reference Guide is not just an onboarding document. It is designed to be referenced throughout a director’s term, offering guidance and continuity as questions arise.
A series of orientation conversations
Prior to taking office, new directors participate in a series of virtual orientation meetings via Zoom. Each session is designed to provide important context and encourage open discussion.
Opportunities for Early Exposure
DEPENDING ON THE YEAR and meeting schedule, members of the Board Elect may also be invited to attend an ISPA Board meeting as guests before their terms begin. This gives incoming directors an opportunity to observe board discussion, see governance in action and better understand the rhythm of meetings before they become voting members of the board.
Understanding ISPA’s history and structure
New directors receive an overview of ISPA’s history, including how the association has evolved over the years. This background helps frame the organization’s current priorities and gives directors a deeper appreciation for the decisions, traditions and member needs that have shaped ISPA over time.
Learning about governance and operations
The orientation process also includes a thorough discussion of nonprofit governance and how board service within an association differs from for-profit oversight.
Directors learn about the structure of ISPA, including how the ISPA Team operates on behalf of the association through an association management company, or AMC. This helps clarify the relationship between board leadership, strategic direction and staff execution.
Reviewing financial stewardship
Financial oversight is another essential area of orientation. This portion of the process helps directors understand their fiduciary responsibilities and the financial context in which board decisions are made. New directors receive a comprehensive financial overview that may include:
- Current budget information
- Financial history and statements
- Investment reports
- Policies related to financial oversight and accountability
Preparing for Conference
Because new directors take office during the ISPA Conference, orientation also includes preparation for the event itself. This may include:
- A status overview of the event, including current numbers and comparisons to prior years
- Background and history on any timely or “hot button” issues
- Protocols to help directors respond appropriately to questions or matters that may arise onsite
This preparation helps new directors feel ready to represent the association and engage with members during one of ISPA’s most visible annual gatherings.
Open dialogue, transparency and trust
Throughout the orientation meetings, current and past ISPA Board members participate in the conversation and continually refer back to the Board Service Reference Guide.
Questions and comments are strongly encouraged.
This approach helps demystify board service by creating space for discussion, context and shared experience. It also reinforces two important principles of board leadership: transparency and confidentiality.
Board service requires access to meaningful information and candid conversation. The onboarding process helps new directors understand both the importance of openness within the boardroom and the responsibility that comes with protecting confidential information.
PAST ISPA AND FOUNDATION CHAIRS WHO ARE CURRENT MEMBERS:
Gayle Brady, Brady Spa Consulting; Patrick Huey, Hyatt Hotels Corporation; Thad Hyland; Ella Kent, The Spa at Sea Island; Jean Kolb; Jeff Kohl, Spa & Club Ideations; Kelleye Martin, Trellis Spa, The Houstonian Hotel, Club and Spa; Kate Mearns, 5 Spa Consulting LLC; Garrett Mersberger; Frank Pitsikalis, Agilysys; Jim Root, We Care Spa; Jane Segerberg, Segerberg Spa Consulting, LLC; Todd Shaw, Fountain Life; Michael Tompkins; Deborah Waldvogel, Velvet Spa at Ambiente Sedona.
Onboarding Lessons You Can Use with Your Own Team
The ISPA Board onboarding process offers several takeaways that can be applied to employee onboarding, leadership transitions or team member orientations in any spa or organization.
- Start before the start date: New directors begin receiving information and making connections before their service officially begins. The same idea can help new hires arrive feeling more confident and less overwhelmed. Consider sharing key resources, communication tools, schedules or welcome messages before a new team member’s first day.
- Provide a go-to resource: The Board Service Reference Guide gives directors a place to return to when questions arise. For employees, a similar guide might include policies, team expectations, contact lists, service standards, brand information or frequently asked questions. A strong onboarding resource reduces confusion and helps create consistency.
- Explain the Why, not just the What: ISPA’s orientation includes history, structure and governance—not just tasks and procedures. New employees also benefit from understanding the bigger picture. Help team members see how their role connects to the organization’s mission, culture and guest experience.
- Make onboarding a team effort: Current and past board leaders participate in director orientation. In a spa setting, onboarding can be strengthened when multiple team members are involved. A manager may explain expectations, while a peer can share practical tips, cultural norms and everyday workflows.
- Encourage questions early and often: The board orientation process intentionally welcomes questions and discussion. New hires should feel the same permission to ask, clarify and learn. Creating a safe environment for questions can prevent misunderstandings and build confidence.
- Include informal check-ins: One-on-one outreach helps new directors feel supported. For employees, informal check-ins during the first days, weeks and months can be just as important as formal training. These conversations often reveal where someone needs clarity, encouragement or additional support.
- Reinforce culture from the beginning: ISPA’s onboarding process emphasizes transparency, confidentiality, preparation and service. Every organization has values that should be reinforced from the start. Use onboarding to show new team members not only how work gets done, but how people are expected to communicate, collaborate and lead.
“True leadership isn’t defined by titles or metrics. It’s about aligning vision with mission, inspiring people and driving lasting change.” — JAY SHETTY