AORE Leadership University 301

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  • And then I walk into organizations and I see
  • Being a green meeting industry professional today goes far beyond what plates to use, how to handle the trash, and determining how to select venues that have action steps into being green.You yourself must become a sustainable leader – You must Care more than yo thought possible to discuss issue and ideas the are foreign to many. From global legislation to You must be willing to cut things down into smaller piecesYou must be willing to create solutions to problems we don’t even know are problemsAnd last but most important is to take time to celebratrate who you are – who your organization is and what they want to do in the GMIC realmIf you want to be a sustanable leader you have to do what sustainable leaders do:Find your heart space for what is important to you in the Green realmIs it people projectsPlanet – saving greenLegislation – Profits – how to do you make money in green either as a planner or supplier
  • Truth in all things BE clear about your job descriptions
  • You are doing a dis service to your people if you don’t invte them to join.
  • AORE Leadership University 301

    1. 1. Leadership University 301 Holly Duckworth, CAE, CMP @hduckworth www.leadershipsolutionsintl.com
    2. 2. Do I have to give up my Chaco’s?
    3. 3. Do I have to wear one of these?
    4. 4. Leadership 301 Intentions:Did I miss anything if I missed Leadership 101?Did I miss anything if I missed Leadership 201?Know what it takes to step onto the board andbecome a director/officerLearn more about leadership rules, regulations, andgovernanceSuccession Planning
    5. 5. Our Presenter today:Holly Duckworth, CAE, CMP 2006 – 2007 MPI Chapter President 2007-2010 MPI Chapter Business Manager 2010 Leadership Solutions International National Speakers Association 2012 Finalist in NSA Speaking Competition American Society of Association Executives Certified Association Executive Author CRP Handbook ASAE Faculty
    6. 6. Leadership 101Who are you as a leader Competence Integrity Dependability Confidence Open Minded Responsibility Servant Leader Creative Communication Patience Organization Time Mgt. Outdoor recreation professionals as Leaders Leaders Participate
    7. 7. Who are you as a Leader?Wave themagic wand Tap your gavel? @hduckworth #AORE
    8. 8. Leadership 201What are you supposed to do as a leaderSet DirectionManage ResourcesBuild a TeamHold people accountable @hduckworth #AORE
    9. 9. Successful Leaders: Cut inCare Create small Celebrate Solutions pieces @hduckworth #AORE
    10. 10. Know what it takes to step onto theboard and become a director/officer @hduckworth #AORE
    11. 11. Member EngagementUnderstand Motivations of theperson Learn a skill Share a skill
    12. 12. Members mean greater impact to your vision missionSave organization timeIncrease organizations revenues
    13. 13. Learn more about leadership rules, regulations, and governance The Perfect Board: @hduckworth #AORE
    14. 14. Questions to Ask YourselfAm I committed to the mission of the organization?Can I contribute the necessary time to be effective?Am I comfortable with the approach to fundraising?Can I place the organization’s purposed and interestsabove my own professional and personal interestswhen making Board decisions?
    15. 15. 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
    16. 16. 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
    17. 17. “Directors are required to exercise their power with competence (or skill) and diligence in the best interests of the corporation.They owe what is called a “fiduciary duty” to the corporation. The duty is a “fiduciary” duty because the obligation to act in the best interests of the corporation, at its core, is an obligation of loyalty, honesty and good faith.”
    18. 18. 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”.
    19. 19. Duty of Loyalty The duty of loyalty requires that a director act honestly and in good faith in the best interests of the corporation. Among other implications, it means that a director 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”).
    20. 20. 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?
    21. 21. Conflict of Interest Occurs when:a board member diverges from the Chapter’s professionalobligations to a private interest involving actions that aredetermined by personal or financial gaina board member acts in a position of authority on an issue inwhich they have financial or other interests @hduckworth #AORE
    22. 22. Examples: Conflict of InterestDirectors could be in conflict of interest if they offer servicesto the chapter on whose board they serve even if the chargefor these services is at or below the market value.A board member who has check writing/signing authority isresponsible for paying invoices from a relative or businesspartner even for legitimate servicesThe chair of a chapter event or the Chapter Board receivescomplimentary registration/hotel for an eventExecutive committee is chapter nominations committee
    23. 23. Liability of Directors Directors 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.
    24. 24. Liability of DirectorsDirectors are usually not personally responsible for the contracts they sign on behalf of the organization as long as they have the legal right to do so. @hduckworth #AORE
    25. 25. 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 an organization’s communication vehicle, such as a newsletter or website), or the inappropriate use of organizational funds.
    26. 26. Liability of DirectorsDirectors 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. @hduckworth #AORE
    27. 27. 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; avoid allappearance of conflict of interest @hduckworth #AORE
    28. 28. 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 chapter, unless they choose to designate someone else. @hduckworth #AORE
    29. 29. 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, the Presidentshall communicate to the members such matters and makesuch suggestions that will promote the welfare and increasethe usefulness of the Chapter.The President shall perform such other duties as or as may beprescribed by the Board of Directors.
    30. 30. 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. @hduckworth #AORE
    31. 31. 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 the organizationgently reminding board of Polices & Bylaws to guide them indecision makingMay be to take minutes and notes of meetings
    32. 32. Role of Staff is NOTMicro managed decision makingQuestion decisions made @hduckworth #AORE
    33. 33. BylawsYou have one set of Bylaws as written by AOREThese are the rules by which you operate, your “constitution”
    34. 34. BylawsBylaws govern: What you are called Where you operate (state/province/country) What your objectives are Who can be a member and member responsibilities
    35. 35. BylawsBylaws also govern: Meetings Voting Quorum Procedure Elections Your governance structure Board of Directors Executive Term of office Removal of Board members @hduckworth #AORE
    36. 36. BylawsSpecific Committees Nominations FinanceFinancial OperationsDissolution of the organization
    37. 37. Policies
    38. 38. The Only Reason to have a Board Meeting is:To set/change policy or budget for the Association Board Meetings Should:Be no longer than 1 hour in lengthShould be strategic in natureAll “action” should be made in the form of a motion andsubmitted in writing 1 week prior
    39. 39. The Perfect Board: @hduckworth #AORE
    40. 40. An effective board of directors: ___EDUCATES____, ___________ and ___________________ and _________how to achieve the organizations goals.
    41. 41. An effective board of directors: ___EDUCATES____, ___CONNECTS____ and___________________ and _________ how to achieve the organizations goals.
    42. 42. An effective board of directors: EDUCATES, CONNECTS______INSPIRES________ and _________ how to achieve the organizations goals.
    43. 43. An effective board of directors: EDUCATES, CONNECTSINSPIRES and ___DECIDES____ how to achieve the organizations goals.
    44. 44. 9 Tips on Strategic Board ConversationsAsk the right pe0plePut them in the right seats – clear job descriptionsShow them the way with documentation – bylaws, policies,business plans, agendasDocumented vision they believe inKeep pulling them back to 30,000 feetMeasurable goals (data)Share with your members/partnersShow them how the logistical will get done if they are strategicCelebrate Success
    45. 45. Succession PlanningYour board should start working themselves out of avolunteer job the day you accept itBuild bench strength withcommittees, co-chairs,and ad hoc volunteers
    46. 46. Why Succession Planning
    47. 47. Secret Millionaire @hduckworth
    48. 48. @hduckworthWhat do yousee today? What you visualize, you will actualize
    49. 49. Leadership 301 Intentions:Did I miss anything if I missed Leadership 101?Did I miss anything if I missed Leadership 201?Know what it takes to step onto the board andbecome a director/officerLearn more about leadership rules, regulations, andgovernanceSuccession Planning
    50. 50. Role of the Board of Directors
    51. 51. @hduckworth #AORE
    52. 52. @hduckworth #AORE
    53. 53. @hduckworth #AORE
    54. 54. Thank you! Holly Duckworth, CAE, CMP www.hollyduckworth.comwww.leadershipsolutionsintl.com 503 887 4112 @hduckworth

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