Traditionally, new board members have taken up roles that were established and well-defined long ago. But globalization swiftly and utterly changed that mindset. Institutions now are directly affected by events occurring thousands of miles away, and it is no longer possible to rely solely on long-standing, accepted board practices to provide good governance. In a new era of unexpected issues and challenges, how should board members adapt the traditional tasks of university governance to handle them? In this article, the author offers six guidelines for dealing with difficult and ever-changing situations: (1) Recognize the importance of a comprehensive board orientation; (2) Maintain continuing education as a board priority; (3) Establish board and committee work plans and streamlined meeting agendas; (4) Monitor and evaluate the strategic plan; (5) Use ad hoc committees as appropriate, and enlist outside experts to assist standing board committees; and (6) Perform board self-evaluations on an annual basis. These elements have long been a part of effective institutional governance, but now these same areas have to be revisited, redefined, and refocused in light of today's uncertain environment. Boards and chief executives that place higher priority on these matters have a much better chance of successfully navigating these difficult times.