1. Can Someone Remind MeCan Someone Remind Me
Why I VolunteeredWhy I Volunteered
for THIS?for THIS?
Learning Life as a NewLearning Life as a New
Board MemberBoard Member
oror
Copyright 2009
Jo Linder-Crow, PhD

2. Look at Overall Governing StyleLook at Overall Governing Style
 Boards should approach their task with aBoards should approach their task with a
style that emphasizes:style that emphasizes:
 Using the best knowledge available in yourUsing the best knowledge available in your
membershipmembership
 Outward visionOutward vision
 Encouragement of diversity in viewpointsEncouragement of diversity in viewpoints
 Strategic leadership and planningStrategic leadership and planning
 Clear distinctions between Board and staff rolesClear distinctions between Board and staff roles
 Collective decision-making and a proactiveCollective decision-making and a proactive
approachapproach

3. Staying Focused is KeyStaying Focused is Key
 Regular meetingsRegular meetings
 Clear bylaws and policiesClear bylaws and policies
 Reports from committees and other groupsReports from committees and other groups
 Good communication with staff (if you’reGood communication with staff (if you’re
lucky enough to have one/some)lucky enough to have one/some)

4. So Now You’re the President,So Now You’re the President,
or the Chairor the Chair
 Dynamics changeDynamics change
 Responsibilities changeResponsibilities change
 Expectations change (yours and theirs)Expectations change (yours and theirs)
And you experience “life on the other sideAnd you experience “life on the other side
of the table.”of the table.”

5. What are the Legal Responsibilities ofWhat are the Legal Responsibilities of
Individual Board Members?Individual Board Members?
 Duty of Care --A board member owes the dutyDuty of Care --A board member owes the duty
to exercise reasonable care when he or sheto exercise reasonable care when he or she
makes a decision as a steward of themakes a decision as a steward of the
organization.organization.
 Duty of Loyalty--act in the best interests of theDuty of Loyalty--act in the best interests of the
organization.organization.
 Duty of Obedience--be faithful to theDuty of Obedience--be faithful to the
organization's mission.organization's mission.

6. These things describeThese things describe responsibleresponsible
boards…boards…
What describesWhat describes exceptionalexceptional boards?boards?

7. Effective Board Teams…Effective Board Teams…
 Trust each otherTrust each other
 Are flexibleAre flexible
 Demonstrate inclusivenessDemonstrate inclusiveness
 Institutionalize a culture of inquiry, mutualInstitutionalize a culture of inquiry, mutual
respect, and constructive debaterespect, and constructive debate
 Focus on what’s best for the organization as aFocus on what’s best for the organization as a
wholewhole
 Maintain a sense of humorMaintain a sense of humor
 Trust each other (yes, I repeat…)Trust each other (yes, I repeat…)

8. An Exceptional BoardAn Exceptional Board
Must…Must…
Balance its role as an oversight body with
its role as a force supporting
the organization.

9. This requires…This requires…
 thoughtfulness and intentionality
 knowledge and communication
 action and engagement

10. Board members who are active and
engaged add lasting value to your
organization!
That is leadership that brings success!

11. I Want That!I Want That!
p.s. How do I get that?p.s. How do I get that?

12. Essential Thoughts forEssential Thoughts for
Board LeadershipBoard Leadership
 Appreciate the wealth of expertise on the Board,Appreciate the wealth of expertise on the Board,
and use itand use it
 Learn to appreciate tradition, but don’t be stifledLearn to appreciate tradition, but don’t be stifled
by itby it
 Be willing to hear bad news, share it with yourBe willing to hear bad news, share it with your
board, work on resolutions, and move onboard, work on resolutions, and move on
 Remember that old news is new news to newRemember that old news is new news to new
Board and Committee members.Board and Committee members.
 Guide your board so that they consider the bigGuide your board so that they consider the big
picture— think and talk aboutpicture— think and talk about mission, guidingmission, guiding
policies, and procedurespolicies, and procedures

13. I Know…But…I Know…But…

14. There’s this person
who always…
So let’s talk about…

15. Board members who…Board members who…
 Dominate the conversationDominate the conversation
 Have little self-control and who cause trouble atHave little self-control and who cause trouble at
board meetings because they are unfocused,board meetings because they are unfocused,
unpredictable, moody, and narcissistic behaviorsunpredictable, moody, and narcissistic behaviors
 Throw a proverbial wet blanket on every idea butThrow a proverbial wet blanket on every idea but
does little to advance the discussiondoes little to advance the discussion
 Show up, but aren’t really “there”—and don’tShow up, but aren’t really “there”—and don’t
follow through on anythingfollow through on anything
 Really want to help "get the right things done,"Really want to help "get the right things done,"
but have no idea how to go about governing anbut have no idea how to go about governing an
organization.organization.

16. Dangers…Dangers…
 Challenges cohesiveness of the boardChallenges cohesiveness of the board
 Reduces effectiveness of the boardReduces effectiveness of the board
 Interferes with positive board/staffInterferes with positive board/staff
relationshipsrelationships
 If not controlled, can lead to boardIf not controlled, can lead to board
dysfunctiondysfunction

17. How Structure Can HelpHow Structure Can Help
 Dysfunction in the board can encourageDysfunction in the board can encourage
“problem” behavior“problem” behavior
 Need clarity in roles, goals, and expectationsNeed clarity in roles, goals, and expectations
 Role of the board, members, the Exec, the staff,Role of the board, members, the Exec, the staff,
and the volunteersand the volunteers
 Expectations of the people in these rolesExpectations of the people in these roles
 Goals and objectives of eachGoals and objectives of each
 Lines of communication between and among allLines of communication between and among all
of theseof these

18. We’ll talk about some
possible reasons for
these behaviors, and
some strategies to
use, in our discussion
groups…see you in a
few minutes!

19. Do These Strategies Work?Do These Strategies Work?
 Yes they can—but it takes the willingness toYes they can—but it takes the willingness to
confront the behaviorsconfront the behaviors
 Board training is critical and it needs to beBoard training is critical and it needs to be
ongoingongoing
 Takes an effective Board team—the ChairTakes an effective Board team—the Chair
needs supportneeds support
 Full circle—back to the elements of anFull circle—back to the elements of an
effective Board teameffective Board team

20. Effective Board Teams…Effective Board Teams…
 Trust each otherTrust each other
 Are flexibleAre flexible
 Demonstrate inclusivenessDemonstrate inclusiveness
 Institutionalize a culture of inquiry, mutualInstitutionalize a culture of inquiry, mutual
respect, and constructive debaterespect, and constructive debate
 Focus on what’s best for the organization as aFocus on what’s best for the organization as a
wholewhole
 Maintain a sense of humorMaintain a sense of humor
 Trust each other (yes, this again!)Trust each other (yes, this again!)

21. Want to Talk?Want to Talk?
I’m here to help if I can!I’m here to help if I can!
Jo Linder-Crow, PhDJo Linder-Crow, PhD
Executive Director, California Psychological AssociationExecutive Director, California Psychological Association
jlindercrow@cpapsych.orgjlindercrow@cpapsych.org