Leadership is the artof getting things done thru inspiring other people.”Holly Duckworth, CAE, CMP www.leadershipsolutionsintl.com
Technology Zone: Twitter @hduckworthwww.Facebook/leadershipsolutionsinternational www.leadershipsolutionsintl.com Use this as a place to learn and grow. #nysar @hduckworth
An effective board of directors: ___EDUCATES____, ___________ and ___________________ and _________how to achieve the organizations goals.
An effective board of directors: ___EDUCATES____, ___CONNECTS____ and___________________ and _________ how to achieve the organizations goals.
An effective board of directors: EDUCATES, CONNECTS______INSPIRES________ and _________ how to achieve the organizations goals.
An effective board of directors: EDUCATES, CONNECTSINSPIRES and ___DECIDES____ how to achieve the organizations goals.
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.
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?
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
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
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
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.
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.
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.
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
Role of Staff is NOTMicro managed decision makingQuestion decisions made
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”.
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”).
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?
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
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
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.
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.
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.
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.
BylawsYou have one set of Bylaws as–Association MinimumBylawsThese are the rules by which you operate, your“constitution”
BylawsBylaws govern: What you are called Where you operate (state/province/country) What your objectives are Who can be a member and member responsibilities
BylawsBylaws also govern: Meetings Voting Quorum Procedure Elections Your governance structure Board of Directors Executive Term of office Removal of Board members
BylawsSpecific Committees Nominations FinanceFinancial OperationsDissolution of the organization
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
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
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
Understand Motivations of theperson Learn a skill Share a skill
Remember withvolunteers they have achoice and 100’s ofother organizationswould love to have thesame peopleWith volunteers it is allpersonal and passion @hduckworth
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)
Volunteers need to know they are part of something bigger
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
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
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.
Flexible and mobile work The key to releasing control and embracing improved productivity
#3 Two Best Practices = Next Practice BETA #leadership @hduckworth