BOARD SUCCESSION PLANNING<br />Bill Taylor<br />Northeast Community Development Educator<br />UW Cooperative Extension Ser...
REVIEW THE PURPOSE<br />Revisit the mission statement and objectives of the board<br />Identify challenges, opportunities,...
PLANNING<br />Evaluate organizational performance<br />Focus on key questions related to mission, customer values, results...
Develop a job description<br />Specify what has to be done and what it will take to do it<br />Give position description t...
RECRUITMENT<br />Don’t allow search committee to be hijacked by special interest groups, whether community leaders, intern...
Recruitment (cont.)<br />Use an application form<br />Will help gather information on interests, background, skills<br />I...
Interviewing<br />Don’t let a shining star blind you from checking for core competencies<br />Some people interview better...
Interviewing (cont.)<br />Don’t waste time selling the board or position<br />Focus on fit<br />While looking at skills, d...
Some possible interview questions<br />Why are your interested in the issues addressed by this board?<br />Why are you int...
Some possible interview questions (cont.)<br />What do you expect us to do for you so that your experience is satisfying?<...
selection<br />Don’t select on likability<br />Do a careful background check on all candidates<br />Match core competencie...
Orientation<br />Spend as much time on orientation as on the search<br />If available, outgoing board member may provide v...
Give performance feedback early<br />Boards should do regular self-assessment of board and individual performance<br />Exp...
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Board Succession

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Board Succession

  1. 1. BOARD SUCCESSION PLANNING<br />Bill Taylor<br />Northeast Community Development Educator<br />UW Cooperative Extension Service<br />1<br />The University of Wyoming is an equal opportunity/affirmative action institution.<br />
  2. 2. REVIEW THE PURPOSE<br />Revisit the mission statement and objectives of the board<br />Identify challenges, opportunities, priorities<br />Evaluate degree of past success<br />Evaluate the position against a set of job expectations determined in the review<br />Are objectives aligned with evolving priorities and directions?<br />Develop a realistic and current job description, outlining expectations for the position<br />A few definable, measurable criteria<br />2<br />UW Community Development Education<br />
  3. 3. PLANNING<br />Evaluate organizational performance<br />Focus on key questions related to mission, customer values, results, implementation<br />Use an assessment tool that focuses on effective leadership, management, fiduciary responsibilities<br />Review current job profile/position description and clarify priorities<br />Prioritize objectives – what do you need to achieve the mission?<br />Identify environmental conditions compared to last search, differences in requirements, budget issues, constituent requirements<br />3<br />UW Community Development Education<br />
  4. 4. Develop a job description<br />Specify what has to be done and what it will take to do it<br />Give position description to candidates during search<br />Describe skills and experience necessary<br />Accountability to whom?<br />Accountability for what?<br />Attendance requirements<br />Committee structure and membership requirements<br />4<br />UW Community Development Education<br />
  5. 5. RECRUITMENT<br />Don’t allow search committee to be hijacked by special interest groups, whether community leaders, internal constituents, board members, or advisory members<br />Make role requirements clear from the beginning<br />Mailed invitations may not produce committed members<br />Seriously cultivating interest in persons who may be vested in the process or committed to the need often produces better results<br />5<br />UW Community Development Education<br />
  6. 6. Recruitment (cont.)<br />Use an application form<br />Will help gather information on interests, background, skills<br />If someone contacts organization and asks for application, this is excellent time to start serious communication about their interests and skills<br />Willingness alone does not always make the best board member, but genuine interest should not be ignored<br />Take the interested party through the entire application and interview process – no shortcuts<br />6<br />UW Community Development Education<br />
  7. 7. Interviewing<br />Don’t let a shining star blind you from checking for core competencies<br />Some people interview better than others – the interview may not be a true indication of skills<br />Follow a formal protocol<br />Treat every candidate equally<br />Ask each the same questions in the same way<br />7<br />UW Community Development Education<br />
  8. 8. Interviewing (cont.)<br />Don’t waste time selling the board or position<br />Focus on fit<br />While looking at skills, don’t forget characteristics and attitudes<br />Commitment, motivation, enthusiasm, consensus building, leadership skills must reside within the organization<br />Use behavioral based interviewing<br />Determine past behavior in various situations<br />Using past behavior, predict performance in future situations<br />8<br />UW Community Development Education<br />
  9. 9. Some possible interview questions<br />Why are your interested in the issues addressed by this board?<br />Why are you interested in serving on the board?<br />Do you have any previous board service, leadership, or volunteer experience? <br />Are you presently serving on any boards?<br />What kinds of skills or expertise can you offer? <br />How will the organization benefit from your participation?<br />How do you think we could best take advantage of your expertise?<br />9<br />UW Community Development Education<br />
  10. 10. Some possible interview questions (cont.)<br />What do you expect us to do for you so that your experience is satisfying?<br />What kind of time and financial commitment will you be able to make?<br />Are you willing to serve on committees and task forces?<br />Can we expect you to come to board meetings regularly?<br />10<br />UW Community Development Education<br />
  11. 11. selection<br />Don’t select on likability<br />Do a careful background check on all candidates<br />Match core competencies with real needs of the board<br />Know what is needed and look for it<br />If you can’t find the ideal fit, adjust accordingly, but do not think of the final choice as second best<br />If the search criteria are too narrow, the search will probably fail<br />11<br />UW Community Development Education<br />
  12. 12. Orientation<br />Spend as much time on orientation as on the search<br />If available, outgoing board member may provide valuable assistance in getting new member up to speed<br />One or two present board members can be assigned to see that new member learns the ropes<br />12<br />UW Community Development Education<br />
  13. 13. Give performance feedback early<br />Boards should do regular self-assessment of board and individual performance<br />Explain how decisions are really made.<br />Identify cultural landmines and current expectations from group to group:<br />Board<br />Constituents<br />Special interest groups, etc.<br />UW Community Development Education<br />13<br />Orientation (cont.)<br />
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