Board Leadership Succession

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  • 1. BOARD DEVELOPMENT COURSE LEADERSHIP IN TRANSITION INSTRUCTOR ANNE ACKERSON This program is made possible with support from American Express Foundation and the New York State Council on the Arts, a State Agency
  • 2. Leading by Design : Maintaining the Momentum with Training
    • What is board leadership succession?
    • What is at Stake?
    • Is it a policy, a procedure, a plan?
    • Who’s responsible for board leadership succession?
    • Creating a “Leadership Pipeline”
      • Defining Leadership Attributes
      • Articulating future board leadership needs
      • What the organization needs to have in place
      • Recruiting for leadership
    • How to Start
    • Succession Planning Checklist
    1
  • 3. What is Board Leadership Succession?
    • It is an organizational mindset and commitment that does not leave leadership to chance:
    4
    • Goes beyond standard Bylaws
    • Grounded in the dynamism of nonprofit organizations
    • Strategic approach to match skills and attributes with organizational needs
    • Requires organizational commitment to developing the leadership bench
    • It’s more about the future than now
  • 4. What’s at Stake?
    • Yvonne Harrison and Vic Murray, “The Best and Worst Board Chairs”, The Nonprofit Quarterly (summer 2007)
    • Board Chairs Wield A Lot of Power
      • Organizational success is directly related to the effectiveness of a board’s chairperson
      • Board chairs have influence over other board members, CEO’s and management teams, and external stakeholders
    • An Effective Board Chair…
      • Is committed to action and exerts influence collaboratively
      • Is a force for change
      • Possesses both “Emotional and Spiritual Intelligence”
      • Is a “conductor” not a “caretaker”
  • 5. What’s at Stake?
    • Smooth Transition
    • Incoming and outgoing leadership can overlap
    • Competencies can be strengthened
    • Trust built
    7
  • 6. Is Board Leadership Succession a policy, a procedure, a plan?
    • Language in the Bylaws that speaks to the issue and refers to a specific document
    • Job description for the chairperson’s role that includes
        • Specific responsibilities to the full board, individual board members, CEO and other key staff, and stakeholders
        • Qualifications for the job
    • A policy or procedural statement for use by the board, related committees and staff leaders
    • Identification of board succession issues in the strategic plan
    8 What ought to be in writing and approved
  • 7. Who is responsible for Board Succession Planning?
    • Full Board
    • Board Development/Nominating Committee
    • Staff Leadership
  • 8.
    • Highly – rated Attributes
      • Trustworthiness
      • Intelligence
      • Good Listening skills
    Creating a “Leadership Pipeline”: Defining Leadership Attributes 8
    • Low – rated Attributes
    • Dictorial
    • Critical
    • Motivated by self - interest
    Yvonne Harrison and Vic Murray, “The Best and Worst Board Chairs”, The Nonprofit Quarterly (summer 2007) What would be on your organization’s list of leadership attributes?
  • 9. Creating a “Leadership Pipeline”: Articulating future board leadership needs 9
    • Important to come together around a list of “must-have” leadership competencies that embody specific attributes, such as
      • Relationship competencies
      • Commitment and action competencies
      • Analytic skill competencies
      • “ Willingness to create” competencies
      • Ability-to-influence competencies
  • 10. Creating a “Leadership Pipeline”: What the Organization Needs to Have in Place
    • A Well – Organized Board Attracts Leaders
    • Timely and focused board meetings
    • Commitment to delegation of responsibilities, transparency, and accountability
    • Strategic plan in place and best practices identified
    • Free flowing dissemination of information with senior staff
    • Effective communication systems
    • Procedures in place to reduce individual’s fears or reluctance to assume a leadership role
  • 11. Creating a “Leadership Pipeline”: What the Organization Needs to Have in Place
    • Expose potential leaders to
    • the leadership comptetencies your organization ranks highly
    • current or former outstanding board members
    • innovative thinkers who will encourage them to stretch
  • 12. Creating a “Leadership Pipeline”: Recruiting for leadership
    • Armed with knowledge about the
    • Organization’s current and future strategic directions (strategic plan)
    • Leadership competencies necessary to achieve these directions
    • Current leadership competencies that reside on the board (inventory)
    • Policies and procedures in place to develop potential leaders
    • Your Board Development Committee can initiate the cycle of identification, cultivation and recruitment.
    14
  • 13.
    • How to start?
    • If necessary, identify board champions to make the case for a succession planning strategy.
    • Evaluate strength and scope of current Nominating/Board Development Committee; act on weaknesses
    • Full Board/Key Staff/Key Stakeholder Discussion about Leadership Needs
    • Tools
    • Succession Planning Assessment: what’s in place/what needs to be developed?
    • Assessment Action Plan: identify, assign and timeframe tasks
    • Skills Inventory
    • Strategic Plan
  • 14. Succession Planning Checklist Board Members 2008 Federation of Community Organizations & Non-Profit Sector Leadership Program, Dalhousie University
    • Our organization has a strategic plan to which it is committed
    • Board roles and responsibilities have been documented and reviewed
      • Board Member job description
      • Chair job description
      • Conflict of interest guidelines
      • Board members code of conduct
      • Board committee roles descriptions
    • The future skills and talent composition of the board have been assessed in light of the our organization’s future board leadership needs
      • Organizational expertise
      • Representation
      • Community/issue knowledge
      • Fund raising ability
      • Commitment to goals
    • We have a board recruitment plan
      • We have a three year board recruitment/board succession outlook
      • A standing recruitment or nominations committee is in place and reporting at least three times a year
      • A board member prospects list has been developed and is up to date
      • Our recruitment package is up-to-date
      • Information on our board, board member duties and on the nomination or recruitment process is on our website
      • We are using our committees as stepping stones for the board
    • We have board development/education plan
        • We will be conducting a board self-evaluation and will act on the results
        • We have planned (x number of educational sessions/development opportunities for board and staff
    • We have taken steps towards a more diverse and multi-generational board
    • Our recruitment plan includes some diversity goals
  • 15. NYS ARTS BLOG www.nysarts.typepad.com
    • Webinars and Conversations on the BLOG!
    • Ask questions
    • Review Topics
    • Share information
    • Explore new ideas
    • On to the Blog!
    • Do you have one or two take-aways from these webinars that you intend to implement right away?
    • If so, what are they?
    •  
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