130210 NYSAR   Boardology
Upcoming SlideShare
Loading in...5
×

Like this? Share it with your network

Share

130210 NYSAR Boardology

  • 261 views
Uploaded on

Slides from opening keynote for the New York State Association of Realtors

Slides from opening keynote for the New York State Association of Realtors

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
261
On Slideshare
232
From Embeds
29
Number of Embeds
1

Actions

Shares
Downloads
1
Comments
0
Likes
0

Embeds 29

http://www.leadershipsolutionsintl.com 29

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide
  • This session wasconceptualized as waytoutilizetechnology in a new way. Youwill note the session is being broadcast via Skype – todemonstrate a new wayofdeliveringcontentto an audienceAs yourspeaker/host I inviteyoutousetechnology
  • 2007
  • Leaders see the opportunity in everychallenge –My board wants me out
  • We’ve always done it that wayAnd yet nobody has even read the policies to know what they were and we still operate by them.
  • Collaborate - Look at Kodak- the looked to long to innovate and the are filing for bankruptcy.
  • Leadership is the best personal and profesional giftyoucangivetoyourself.Its is alsooften a road withmany twists and turnsalong the way.My leadership/volunteerismjourney
  • Work on your business Work in your business
  • Volunteering is like the dating game.Don’t sell goods you don’t have. They will find out eventualTruth in advertising
  • Shout ‘em out
  • Have you created a volunteer atmosphere that is warm and inviting?
  • Volunteering is the practice of people working on behalf of others or a particular cause without payment for their time and services. ...en.wikipedia.org/wiki/Volunteera worker who is hired to perform a jobwordnetweb.princeton.edu/perl/webwn
  • You are the ones that do this yourself with your career choicesYou are the ones who inspire others to do this with the relationships you build.
  • This is not a passive webinar – we want you to come play with us talk with us and build a relationship with us.So I want to know….
  • Raise Hand – pollingRaise your hand if you think yes60-90 seconds to respond
  • Raise Hand PollingRaise Hand – pollingRaise your hand if you think yes60-90 seconds to respond
  • Raise Hand – pollingRaise your hand if you think yes60-90 seconds to respond
  • Story of CTRL+ALT_ Delete Creating Success
  • Twitter Storm – Conversation stormWhy are you on the call?Tell me where is your organization at right now?
  • We’ve always done it that wayAnd yet nobody has even read the policies to know what they were and we still operate by them.
  • How effective would you be if you were told you had to work in a straight jacket?
  • How effective would you be if you were told you had to work in a straight jacket?Don’t hold your team back
  • Collaborate - Look at Kodak- the looked to long to innovate and the are filing for bankruptcy.
  • Next practices are all about innovation: imagining what the future will look like; identifying the mega-opportunities that will arise; and building capabilities to capitalize on them. Apple’s Steve Jobs and Tata Motors’ Ratan Tata do just that.Most executives believe it’s tough to identify breakthrough opportunities. However, several are pretty obvious; Peter Drucker once said that the best opportunities are “visible, but not seen.” I help executives unearth opportunities by focusing them on big problems that their companies will benefit from by tackling. They must ask six questions:Is the problem widely recognized?Does it affect other industries?Are radical innovations needed to tackle the problem?Can tackling it change the industry’s economics?Will addressing this issue give us a fresh source of competitive advantage?
  • Literally create a new picture of what your future looks likeHave your pople create vision boardsKodak
  • I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success Apple person – command Q
  • We’ve always done it that wayAnd yet nobody has even read the polocies to know what they were and we still operate by them.
  • I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success
  • I started to use the term CTRL+ALT+Delete: with a client who was working with a new team. She was totally distraught to give up her “older” higher performing team. Today is about doing one thing to reboot your association for success

Transcript

  • 1. Boardology:The Art & Science of Board Leadership Holly Duckworth, CAE, CMP @hduckworth #LSI #leadership #NYSAR Leadership Solutions International #nysar @hduckworth
  • 2. #nysar @hduckworth
  • 3. Leadership is the artof getting things done thru inspiring other people.”Holly Duckworth, CAE, CMP www.leadershipsolutionsintl.com
  • 4. Technology Zone: Twitter @hduckworthwww.Facebook/leadershipsolutionsinternational www.leadershipsolutionsintl.com Use this as a place to learn and grow. #nysar @hduckworth
  • 5. An effective board of directors: ___EDUCATES____, ___________ and ___________________ and _________how to achieve the organizations goals.
  • 6. An effective board of directors: ___EDUCATES____, ___CONNECTS____ and___________________ and _________ how to achieve the organizations goals.
  • 7. An effective board of directors: EDUCATES, CONNECTS______INSPIRES________ and _________ how to achieve the organizations goals.
  • 8. An effective board of directors: EDUCATES, CONNECTSINSPIRES and ___DECIDES____ how to achieve the organizations goals.
  • 9. Is it time to panic? Everything about our associations is changing. You may be running the race for relevance, or looking at yourassociation in unorthodox ways... but, at the end of the day it comes down to leading people.
  • 10. Carpe DiemSeize the day!
  • 11. Collective Expertise
  • 12. Art of Board Leadership #nysar @hduckworth
  • 13. First Things First
  • 14. I’m optimistic about the vision of my organization.WE fill a tremendous void before the organization wascreatedKaren Conlon, President & CEOCA Association of Community Managers
  • 15. I’m optimistic aboutOur staff is the best we have ever have talentedNathan Ridnouer - Specialty Equipment MarketingAssociation
  • 16. I’m optimistic about…Changes in our industry and the changes we have madeto our governance structureSharron Bradley - Western Home FurnishingsAssociation
  • 17. Start with the Truth @hduckworth
  • 18. Who are you as a Leader?Wave themagic wand Tap your gavel?
  • 19. Role of the Board of Directors
  • 20. Questions to Ask Yourself & Your BoardAm I committed to the mission of theorganization?Can I contribute the necessary time to be effective?Am I comfortable with the approach tofundraising?Can I place the organization’s purposed andinterests above my own professional and personalinterests when making Board decisions?
  • 21. Responsibility of DirectorsMust know and understand the mandate of theorganizationMust be familiar with those whom they serve (i.e. themembers)Must be transparent in their operationsMust develop appropriate policies and proceduresMust avoid conflict of interest
  • 22. Responsibility of DirectorsMust be fiscally responsibleMust implement assessment and control systems (i.e. forfinance, strategic planning)Must plan for succession and the diversity of the Board
  • 23. Role of the BoardCommunicate. Listen. Seek to understand before you seek to be understood. Speak! Don’t be afraid to be understood. Question? This leads to greater understanding and better decisions.Make decisions based on situation not personality; avoidall appearance of conflict of interest
  • 24. Role of the President The President is the facilitator. They do not control the discussion or mandate policy. The main role is to ask questions and listen.They are the official spokesperson for the association, unless they choose to designate someone else.
  • 25. PresidentThe President shall serve as chairman of both the Board ofDirectors and the Executive Committee. The President shallalso serve as a member, ex-officio, with right to vote on allcommittees except the Nominating Committee.At the Annual Meeting and at such other times, thePresident shall communicate to the members such mattersand make such suggestions that will promote the welfareand increase the usefulness of the association.The President shall perform such other duties as or as maybe prescribed by the Board of Directors.
  • 26. Role of Board MembersKeep the best interests of the membership and of theorganization in mind.Support decisions once they are made. Your time forquestioning is during the meetings.Be fiscally responsible.
  • 27. Role of StaffImplement the Direction Set by the BoardEmpowered to make financial decision as set in theframework of the budgetKnows and implements policies as set by the boardMaintain and be the voice of history for theorganization gently reminding board of Polices &Bylaws to guide them in decision makingMay be to take minutes and notes of meetings
  • 28. Role of Staff is NOTMicro managed decision makingQuestion decisions made
  • 29. Duty of CareDirectors’ fiduciary duties can be divided into two main branches:a) the duty of care; and,b) the duty of loyalty.The duty of care imposes on directors a duty ofcompetence or skill – i.e., a requirement to act with acertain level of skill; and a duty of diligence. The dutyof skill and diligence must be performed to a certain“standard of care”.
  • 30. Duty of Loyalty The duty of loyalty requires that a directoract honestly and in good faith in the best interests of the corporation. Among other implications, it means that adirector is not allowed to profit from his or her office (the“no profit rule”) and must avoid all situations in which his or her duty to the Corporation conflicts with his or her interests (the “no-conflict rule”).
  • 31. Conflict of InterestAn apparent conflict of interest occurs when the answer to the following question is "yes":Would a reasonably informed person perceive that theperformance of the directors duties and responsibilities could be influenced by their financial or material interest?
  • 32. Conflict of Interest Occurs when:a board member diverges from the associations’sprofessional obligations to a private interest involvingactions that are determined by personal or financial gaina board member acts in a position of authority on anissue in which they have financial or other interests
  • 33. Examples: Conflict of InterestDirectors could be in conflict of interest if they offerservices to the association on whose board they serveeven if the charge for these services is at or below themarket value.A board member who has check writing/signing authorityis responsible for paying invoices from a relative orbusiness partner even for legitimate services
  • 34. Liability of DirectorsDirectors are responsible for breaches of their fiduciary duty to the corporation. They can be held personally liable for breaches of statutory provisions that impose responsibility on them as directors. Directors are liable for the crimes that they commit themselves, even if committed while executing their responsibilities as a director.
  • 35. Liability of DirectorsDirectors are usually not personally responsible for thecontracts they sign on behalf of the organization as long as they have the legal right to do so.
  • 36. Liability of DirectorsDirectors can be held personally responsible for scenarios that include unsafe venues, the inappropriate actions of volunteers (for example, libel and slander in anorganization’s communication vehicle, such as a newsletter or website), or the inappropriate use of organizational funds.
  • 37. Liability of Directors Directors can be held personally responsible for acting outside their authority, for example, by signing contracts when they are not empowered to do so.They may also be held responsible for the improper use of member record information.
  • 38. BylawsYou have one set of Bylaws as–Association MinimumBylawsThese are the rules by which you operate, your“constitution”
  • 39. BylawsBylaws govern: What you are called Where you operate (state/province/country) What your objectives are Who can be a member and member responsibilities
  • 40. BylawsBylaws also govern: Meetings Voting Quorum Procedure Elections Your governance structure Board of Directors Executive Term of office Removal of Board members
  • 41. BylawsSpecific Committees Nominations FinanceFinancial OperationsDissolution of the organization
  • 42. The Only Reason to have a Board Meeting is: To set Policy for the Association Board Meetings Should: Be no longer than 1 hour in length Should be strategic in nature All “action” should be made in the form of a motion and submitted in writing 1 week prior
  • 43. The Perfect Board:
  • 44. Believe in Your People @hduckworth #NYSAR
  • 45. Volunteer Victories: Recruit, Retain & Maintain Volunteer Leadership Holly Duckworth, CAE, CMP Leadership Solutions International @hduckworth
  • 46. @hduckworth
  • 47. @hduckworth
  • 48. 100% @hduckworth
  • 49. The dating game: @hduckworth
  • 50. What traits do you want in a volunteer? @hduckworth
  • 51. What are the benefits of volunteering?
  • 52. What skills should go on my volunteer job description? Personal Skills Shared Board SkillsLeadership Association ExperienceStrategic Thinking Diversity – reflects membershipCommunication Global Mindset (if applicable)Influence Financial ExpertiseLoyalty Association ExperienceBusiness Acumen GovernanceFinancial Skills Strategic Planning
  • 53. Skills Analysis - Individual
  • 54. Skills Analysis - Collective
  • 55. Why use Volunteers?Greater impact to your vision missionSave organization timeIncrease organizations revenues
  • 56. Volunteer vs. EmployeeIt’s more than the difference between simply a pay check and no pay check.Are you teaching your volunteers this when they work with othervolunteers? @hduckworth
  • 57. Technology
  • 58. How many people do we need?How do we Recruit Volunteers?Honest How much time does it really take? What times of the year are busy on this committee?AuthenticJob Description Specific Start Date/time Specific End Date /timeDelegationLet them own itFollow UpAppreciation @hduckworth
  • 59. Understand Motivations of theperson Learn a skill Share a skill
  • 60. @hduckworth
  • 61. Remember withvolunteers they have achoice and 100’s ofother organizationswould love to have thesame peopleWith volunteers it is allpersonal and passion @hduckworth
  • 62. Recruitment Ideas:Volunteer FairVirtual VolunteerismJob boardVolunteer Manager Use of President Elect, to recruit to their team Track skills of your membersOffer Leadership TrainingTell your own Testimonials about why and how youvolunteer (web, newsletter, in person)
  • 63. Volunteers need to know they are part of something bigger
  • 64. Next Generation Volunteers @hduckworth
  • 65. Tips to Volunteer Recruitment
  • 66. @hduckworth
  • 67. Secrets to Retain Volunteers?Give them ownershipGive them something meaningful to doDemonstrate for them how what they do makes adifference to the organizationMake it easy to volunteerKeep task sizes manageableHave regular committee meetings
  • 68. 7 Tips on Successful Volunteerism Work on a cause that means something to you Consider sills you have to offer Do you want to learn something new Combine goals Don’t over commit Think family I never thought of that vs. that will never work
  • 69. Volunteer Victories: Recruit, Retain & Maintain Volunteer Leadership Holly Duckworth, CAE, CMP Leadership Solutions International @hduckworth
  • 70. Document your Plan Simplyand Clearly Now @hduckworth
  • 71. Business Plan: After
  • 72. CTRL+ALT+Delete: How to Reboot YourOrganization for Success Holly Duckworth, CAE, CMP @hduckworth #leadership Leadership Solutions International #nysar @hduckworth #nysar @hduckworth
  • 73. #nysar @hduckworth
  • 74. #nysar @hduckworth
  • 75. Is too much control holding back creativity in your organization? #nysar @hduckworth
  • 76. Is your organization not creating alternate solutions to common problems? #nysar @hduckworth
  • 77. Do you wish your organizationwould delete legacy systems thatare holding the organization back? #nysar @hduckworth
  • 78. #nysar @hduckworth
  • 79. Why do you want to reboot your organization? #nysar @hduckworth
  • 80. #1 Ask for forgiveness: Not permission Let go of controlling policies and procedures #nysar @hduckworth
  • 81. #2 To get control give it up. Let the members run the membership. #leadership @hduckworth
  • 82. #nysar @hduckworth
  • 83. CTRL At your company,is work a place you go or a thing you do? Citrix’s Jessica B. attendsaameeting while checking out the surf surf Citrix’s Jessica B. attends meeting while checking out the contest in San Francisco, CA contest in San Francisco.
  • 84. Flexible and mobile work The key to releasing control and embracing improved productivity
  • 85. #3 Two Best Practices = Next Practice BETA #leadership @hduckworth
  • 86. Who me? Innovate? Where to begin
  • 87. #4 Look at more flexible strategic planning: Build strategy on the go and be willing to fail. #leadership @hduckworth
  • 88. #5 Delete old ideas, beliefs, and goals that are no longer moving your organization forward. #leadership @hduckworth
  • 89. #6 Delete old vision in the knowing of something new. #leadership @hduckworth
  • 90. @hduckworthWhat do yousee today? What you visualize, you will actualize
  • 91. Simplify Work #nysar @hduckworth
  • 92. #1 Ask for forgiveness: Not permission Let go of controlling policies and procedures #leadership @hduckworth
  • 93. #2 To get control give it up. Let the inmates run the asylum #leadership @hduckworth
  • 94. #3 Two Best Practices = Next Practice BETA #leadership @hduckworth
  • 95. #4 Look at more flexible strategic planning: Build strategy on the go be willing to fail. #leadership @hduckworth
  • 96. #5 Delete old ideas, beliefs, and goals that are no longer moving your organization forward. #leadership @hduckworth
  • 97. #6 Delete old vision in the knowing of something new. #leadership @hduckworth
  • 98. Simplify Work
  • 99. What one thing will you do based on this session? #nysar @hduckworth
  • 100. Simplify Work #nysar @hduckworth
  • 101. Thank youwww.leadershipsolutionsinternational.com/2013N YSAR Holly Duckworth, CAE, CMP Leadership Solutions International @hduckworth #nysar @hduckworth