Effective Board Meetings


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Effective Board Meetings

  1. 1. Effective Board Meetings Paul Hanscom, CAE Kathie Pugaczewski, CAE
  2. 2. Exercises: 1. List the top three issues facing your members 2. Board Self-evaluation
  3. 3. Ewald Consulting <ul><li>Association management and government relations firm: 25+ years </li></ul><ul><li>Variety of client associations include: psychologists, economic developers, property managers, cardiologists, researchers, publishers, child care, trainers, fleet leasing dealers, well drillers… </li></ul>
  4. 4. Common Attributes of Effective Boards <ul><li>Buy-in to mission of organization </li></ul><ul><li>Come to meeting prepared - read </li></ul><ul><li>Understand role of staff and board </li></ul><ul><li>Respect each other and keep each other accountable </li></ul><ul><li>Stay strategic and out of the day-to-day </li></ul><ul><li>Focus on relevant issues </li></ul>
  5. 5. “ People only change when confronted with strong leadership, crisis, or both. Therefore, unless you are willing to be at the whim of crises, strong leadership is the only reliable change force you have.” – Thomas Gibson
  6. 6. Realities of the Business Environment <ul><li>Time – People are busy/multiple priorities </li></ul><ul><li>Attention economy – rapid growth of information causes scarcity of attention </li></ul><ul><li>Technology – BlackBerries, blogs, MySpace, Facebook, instant messaging, LinkedIn…What’s next? </li></ul>
  7. 7. Given these realities, association leaders need to… <ul><li>Focus on relevant issues </li></ul><ul><li>Plan effectively and efficiently </li></ul><ul><li>Make the most of in-person meetings </li></ul><ul><li>Connect between meetings </li></ul><ul><li>Be accountable – don’t over commit </li></ul><ul><li>Develop future leaders – mentorship </li></ul>
  8. 8. Generational Realities: Developing Future Leaders <ul><li>We need to engage Gen X and Y differently </li></ul><ul><li>Mentoring Gen Y – participation episodic </li></ul><ul><li>Invite Gen X and Gen Y on board even if they haven’t “paid their dues” </li></ul><ul><li>Young Professional Groups </li></ul><ul><li>Shorter and focused meetings… </li></ul>
  9. 9. Why Do We Meet? <ul><li>Make decisions </li></ul><ul><li>Share information </li></ul><ul><li>Plan work </li></ul><ul><li>Learn from one another </li></ul><ul><li>Create buy-in </li></ul><ul><li>Solve problems </li></ul>From Basic Facilitation Skills, American Society for Quality, Association for Quality and Participation, International Association of Facilitators, May 2002 Americans participate in an average of 25 million meetings every day.* * Doyle & Straus Study as featured by Sauer, Patrick J. Escape from Meeting Hell. Inc. Magazine. May 2004.
  10. 10. Why are Meetings So Unbearable? <ul><li>Surveyed professionals who participate in meetings on a regular </li></ul><ul><li>basis responded… </li></ul><ul><li>Disorganization (27%) </li></ul><ul><li>Peers who Interrupt (17%) </li></ul><ul><li>Cell phone interruptions (16%) </li></ul><ul><li>Sleeping in the meeting (9%) </li></ul><ul><li>No bathroom breaks (8%) </li></ul><ul><li>Peers leaving early/arriving late (5%) </li></ul><ul><li>Others checking email (5%) </li></ul><ul><li>Meetings that start late (4%) </li></ul><ul><li>No written recap sent (4%) </li></ul>“ Ouch Point” study by Opinion Research USA featured by Schweitzer, Tamara. New Study Reveals Why Meetings Are So Unbearable. Inc. Magazine. May 2007.
  11. 11. “ 7 Sins of a Deadly Meeting” <ul><li>Arriving late and leaving early </li></ul><ul><li>Meetings that are too long </li></ul><ul><li>Getting off-topic </li></ul><ul><li>Poor follow-through </li></ul><ul><li>Diluted opinion sharing </li></ul><ul><li>Insufficient preparation </li></ul><ul><li>Stagnant/stale content </li></ul>Matson, Eric. The Seven Sins of Deadly Meetings. Fast Company. Issue 2. April 1996. Pg 122.
  12. 12. The Effect of Unproductive Meetings <ul><li>Surveyed professionals who frequently participate in meetings admit to... </li></ul><ul><li>Daydreaming (91%) </li></ul><ul><li>Missing meetings (96%) parts of meetings (95%) </li></ul><ul><li>Bringing other work along (73%) </li></ul><ul><li>Sleeping (39%) </li></ul>Network MCI Conferencing White Paper. Meetings in America: A study of trends, costs and attitudes toward business travel, teleconferencing, and their impact on productivity (Greenwich, CT: INFOCOMM, 1998), 3. on www.effectivemeetings.com
  13. 13. How to Ensure a Successful Meeting <ul><li>Good reason to meet </li></ul><ul><li>Firm start and finish times </li></ul><ul><li>Clear expectations of participants </li></ul><ul><li>Timed agenda with stimulating discussion items </li></ul><ul><li>Skilled facilitation </li></ul>Walters, Jamie. Meetings 101: Was That a Good Meeting, or a Bad One? Inc. Magazine. January 2003.
  14. 14. Attributes of an Effective Facilitator <ul><li>Openness </li></ul><ul><li>Honesty & fairness </li></ul><ul><li>Consistency in actions </li></ul><ul><li>Focus </li></ul><ul><li>Active listening </li></ul><ul><li>Accessibility </li></ul><ul><li>Flexibility </li></ul><ul><li>Assertiveness </li></ul><ul><li>Enthusiasm </li></ul>From Basic Facilitation Skills, American Society for Quality, Association for Quality and Participation, International Association of Facilitators, May 2002 “ A facilitator focuses on effective processes (meeting dynamics) allowing the participants to focus on the content or the substance of their work together.”
  15. 15. 7 Common Ground Rules <ul><li>Attend all meetings and be on time </li></ul><ul><li>ACTIVELY listen to and show respect for the opinions of others </li></ul><ul><li>Follow the agenda – stay on track </li></ul><ul><li>The only stupid question is the one that isn’t asked </li></ul><ul><li>Ensure that credit is given to those to whom it is due </li></ul><ul><li>No disruptive side conversations </li></ul><ul><li>Cell phones, BlackBerries, and pagers off </li></ul>From Basic Facilitation Skills, American Society for Quality, Association for Quality and Participation, International Association of Facilitators, May 2002
  16. 16. 4 Positive Personalities <ul><li>Initiator – gets things started </li></ul><ul><li>Reconciler –diffuses conflict </li></ul><ul><li>Pathfinder – refocuses the attention of the group </li></ul><ul><li>Supporter – finds the positive side </li></ul>www.getahead-direct.com/gwmt13-personality-types-meetings.htm
  17. 17. 3 Negative Personalities <ul><li>Aggressor – questions and challenges everything </li></ul><ul><li>Interrupter – like to hear their own voice </li></ul><ul><li>Hijacker – brings a personal agenda </li></ul>www.getahead-direct.com/gwmt13-personality-types-meetings.htm
  18. 18. 4 Neutral Personalities <ul><li>Silent Participant – doesn’t contribute </li></ul><ul><li>Talker – side conversations </li></ul><ul><li>Joker – distracts others </li></ul><ul><li>Instant Expert – manipulates conversation to gain control </li></ul>www.getahead-direct.com/gwmt13-personality-types-meetings.htm
  19. 19. Managing Personality Types <ul><li>Identify personalities </li></ul><ul><li>Rely on positives to guide the meeting </li></ul><ul><li>Don’t let negatives dominate </li></ul><ul><li>Seating arrangements can make a difference – split up factions </li></ul>www.getahead-direct.com/gwmt13-personality-types-meetings.htm
  20. 20. Strategic Boards Get Results <ul><li>Positive Outcomes in issues that are important to members. </li></ul><ul><li>Member Engagement Clear vision draws members to get involved. </li></ul><ul><li>Specific Direction for the organization and for the industry’s future. </li></ul>
  21. 21. Governance Approaches <ul><li>“ Working” Board Model </li></ul><ul><li>Policy Board Model </li></ul><ul><li>Balanced Scorecard Model </li></ul>
  22. 22. “ Working” Board Model <ul><li>Board member responsibilities match functional areas </li></ul><ul><li>Acute knowledge of the association </li></ul><ul><li>Detailed knowledge of association initiatives </li></ul>
  23. 23. Policy Board Model <ul><li>Big Picture thinking </li></ul><ul><li>Delegation with limitations </li></ul><ul><li>Implementation by staff & volunteers </li></ul><ul><li>Clarity of board/staff roles </li></ul>
  24. 24. Balanced Scorecard Model <ul><li>Focus on strategic planning and action </li></ul><ul><li>Emphasize monitoring & evaluation </li></ul><ul><li>Highly structured </li></ul>
  25. 25. Robert’s Rules of Order <ul><li>Four basic types of motions: </li></ul><ul><li>1. Main motion: introduce items for consideration. Can’t be made when any other motion is on the floor. </li></ul><ul><li>2. Subsidiary motion: change how a main motion is handled and is voted on before a main motion. </li></ul>
  26. 26. Four Motions (cont.) <ul><li>3. Privileged motion: bring up items that are urgent about special or important matters unrelated to pending business. </li></ul><ul><li>4. Incidental motion: provide a means of questioning procedure concerning other motions </li></ul>www. robert srules.org/rulesintro.htm
  27. 27. Consent Agenda <ul><li>Reduces discussion of details during the meeting </li></ul><ul><li>Maximizes time for strategic matters </li></ul><ul><li>Requires thorough preparation in advance of the meeting </li></ul>
  28. 28. The Next Step… <ul><li>Facing Your Top Three Issues </li></ul>
  29. 29. Questions? <ul><li>Paul Hanscom, CAE </li></ul><ul><li>paulh@ewald.com </li></ul><ul><li>651-290-6274 </li></ul><ul><li>Kathie Pugaczewski, CAE </li></ul><ul><li>[email_address] </li></ul><ul><li>651-265-7859 </li></ul>