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Association Leadership: Board Development


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Board excellence comes from knowing roles and responsibilities and practicing good habits. This presentation is the cornerstone of a 7-hour leadership development workshop for boards of the South Dakota Dairy Producers and Western Iowa Dairy Alliance. The sesssion was tailored for the needs the two groups expressed.

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Association Leadership: Board Development

  1. 1. Board Development Steve Drake April 13, 2010 Association Leadership
  2. 2. Today’s Agenda <ul><li>Review Survey </li></ul><ul><li>Establish Goals for Day </li></ul>a b 1 2 3 4 5 Organizational & Board basics Board Roles & Responsibilities Board Officers & Nominations Maximizing Results Engaging Volunteers & Members
  3. 3. Survey says … <ul><li>Motivations for Volunteering </li></ul><ul><ul><li>Give back/make a difference </li></ul></ul><ul><ul><li>Believe in farming/important to speak up </li></ul></ul><ul><ul><li>Help others </li></ul></ul><ul><ul><li>Make organizations better </li></ul></ul><ul><ul><li>Enjoy working with others/being informed </li></ul></ul>a
  4. 4. Survey says … <ul><li>Leadership Experience </li></ul><ul><ul><li>Church boards </li></ul></ul><ul><ul><li>School boards </li></ul></ul><ul><ul><li>Commodity group boards </li></ul></ul><ul><ul><li>Advisory boards </li></ul></ul>a
  5. 5. Survey says … <ul><li>Time on WIDA/SDDP boards: </li></ul>a
  6. 6. Survey says … a <ul><li>Ages of respondents: </li></ul>
  7. 7. Survey says … <ul><li>Frustrations </li></ul><ul><ul><li>Off topic and/or other time wasters </li></ul></ul><ul><ul><li>No agenda and/or don’t follow it </li></ul></ul><ul><ul><li>Unprepared </li></ul></ul><ul><ul><li>Board politics </li></ul></ul>a
  8. 8. Survey says … <ul><li>Successes </li></ul><ul><ul><li>Agenda & chair who keeps it moving </li></ul></ul><ul><ul><li>Unity/on same page </li></ul></ul><ul><ul><li>Participation </li></ul></ul><ul><ul><li>Committees that work </li></ul></ul><ul><ul><li>Knowing roles & responsibilities </li></ul></ul>a
  9. 9. Survey says … <ul><li>Challenges (WIDA) </li></ul><ul><ul><li>Enough revenue to hire staff </li></ul></ul><ul><ul><li>More producers/more members </li></ul></ul><ul><ul><li>Qualified leaders/leadership transition </li></ul></ul><ul><li>Challenges (SDDP) </li></ul><ul><ul><li>Lack of participation/apathy </li></ul></ul><ul><ul><li>Member growth </li></ul></ul><ul><ul><li>Board engagement/leadership </li></ul></ul>a
  10. 10. Expectations <ul><ul><li>Board: </li></ul></ul><ul><ul><ul><li>Structure </li></ul></ul></ul><ul><ul><ul><li>How to function better </li></ul></ul></ul><ul><ul><ul><li>Better use of our time </li></ul></ul></ul><ul><ul><ul><li>How boards work </li></ul></ul></ul><ul><ul><li>Leadership: </li></ul></ul><ul><ul><ul><li>Become better leader </li></ul></ul></ul><ul><ul><ul><li>Engage all board members </li></ul></ul></ul><ul><ul><ul><li>Tips on keeping on task and stimulating </li></ul></ul></ul><ul><ul><ul><li>Leadership/officer transition </li></ul></ul></ul><ul><ul><li>Communication </li></ul></ul>a
  11. 11. The Leaders’ Handbook Your personal guide to better leadership … b
  12. 12. Goals <ul><li>Volunteer time non-renewable resource </li></ul><ul><li>Roles & responsibilities of boards </li></ul><ul><li>Tips & techniques for boards </li></ul><ul><li>Tools for getting consensus </li></ul>b
  13. 13. Exercise
  14. 14. <ul><li>Organizational & Board Basics </li></ul>1
  15. 15. Gaining Consensus for Action GOAL for Boards
  16. 16. Documents Hierarchy Member Owned Board Owned Subordinate & Committee Owned
  17. 17. Legal Documents <ul><li>Federal Law (such as Sarbanes-Oxley) </li></ul><ul><li>Governing Law (state) </li></ul><ul><li>Articles of Incorporation (state) </li></ul><ul><li>Association Bylaws </li></ul><ul><li>Association Board Policies </li></ul>
  18. 18. Types of Meetings <ul><li>Informational </li></ul><ul><ul><li>Reports, updates </li></ul></ul><ul><li>Action </li></ul><ul><ul><li>Background, discussion, action </li></ul></ul><ul><li>Board </li></ul><ul><ul><li>Formal (most) </li></ul></ul><ul><li>Committee or Task Force </li></ul><ul><ul><li>Informal (most) </li></ul></ul>
  19. 19. Structure Members Staff (paid or volunteer) Board Executive Committee (Officers)
  20. 20. Why Boards Fail <ul><li>No alignment </li></ul><ul><ul><li>Mission, vision, values </li></ul></ul><ul><ul><li>Committees, staff, volunteers </li></ul></ul><ul><ul><li>S.O.W.S. and Sacred Cows </li></ul></ul><ul><li>No BHAG and no Hedgehog </li></ul><ul><ul><li>Big Hairy Achievable Goal to keep motivated </li></ul></ul><ul><ul><li>No single principle/function driving entire organization </li></ul></ul><ul><li>No Surplus </li></ul><ul><ul><li>No margin, no mission </li></ul></ul><ul><ul><li>No “leaders in training” </li></ul></ul><ul><ul><li>No control of overhead costs </li></ul></ul>
  22. 22. Focus for Boards #1 #2 # 3
  23. 23. #1: Shape Mission & Strategy <ul><li>Shape and clarify mission, vision & values </li></ul><ul><ul><li>1) Decide what good, for whom, at what cost </li></ul></ul><ul><li>Actively engage in strategic decision making </li></ul><ul><li>1) Define processes for your work </li></ul><ul><li>C. Establish board and organization policies </li></ul><ul><li>1) Document philosophy of governance and </li></ul><ul><li>acceptable board behavior </li></ul><ul><li>2) Establish process for self evaluation </li></ul><ul><li>3) Define “products” of the board </li></ul>
  24. 24. #2: Ensure Leadership & Resources <ul><li>A. Select, evaluate & develop new leadership </li></ul><ul><ul><li>1) New board members </li></ul></ul><ul><ul><li>2) Executive director (if you have AMC or paid staff) </li></ul></ul><ul><li>B. Ensure financial resources </li></ul><ul><li>1) Lend expertise </li></ul><ul><li>2) Provide access </li></ul><ul><li>C. Enhance organization’s reputation </li></ul>
  25. 25. #3: Monitor & Improve Performance <ul><li>Executive Limitations: white lines at the edge </li></ul><ul><li>1) Describe delegation of roles </li></ul><ul><li>2) Define limits; all else is acceptable </li></ul><ul><li>B. Oversee financial management </li></ul><ul><ul><li>1) Ensure appropriate risk </li></ul></ul><ul><li>C. Evaluation </li></ul><ul><li>1) Monitor performance </li></ul><ul><li>2) Ensure accountability </li></ul><ul><li>3) Check that limitations policies are not violated </li></ul>
  26. 26. Roles & Duties of the Board <ul><li>Duty of Loyalty </li></ul><ul><li>Duty of Diligence </li></ul><ul><li>Conflicts (“self dealing”) </li></ul><ul><li>Shoulds </li></ul><ul><li>Should nots </li></ul>
  27. 27. Duty of Loyalty <ul><li>Members expected to adhere to board decisions until they are changed. </li></ul><ul><li>In any matter, board members who voted against the board’s final position are duty bound to respect the board’s final position. </li></ul><ul><li>If they cannot, the only choice is resigning from the board. </li></ul>
  28. 28. Duty of Diligence <ul><li>A director shall apply reasonable skill and judgment in managing the association’s affairs. </li></ul>
  29. 29. Conflicts <ul><li>A director shall avoid a conflict of interest with the association. The legal definition is a situation in which the director participates as a board member while the board is considering a transaction with the director or director's company, or from which the director derives an economic benefit. </li></ul>
  30. 30. Directors should: <ul><li>Be prepared for and present at board meetings, having read materials and prepared to participate. </li></ul><ul><li>Be sensitive to conflicts of interest, legal and practical. </li></ul><ul><li>Question any appearance of conflict of interest by a director or staff. </li></ul>
  31. 31. Directors should not: <ul><li>Abuse their positions to get benefits or favors not available to other members. </li></ul><ul><li>Ask staff or vendors to make exceptions or bend the rules for them. </li></ul><ul><li>Trade on information available to directors that is not available to other members. </li></ul><ul><li>Bid on association business unless bidding is open to competition to the membership generally. </li></ul>
  32. 32. Board Work <ul><li>Board focus on strategies </li></ul><ul><li>Board set desired outcomes </li></ul><ul><li>Board delegates details to Committees and/or Task Forces </li></ul><ul><li>Committees/Task Forces focus on tactics, projects, details </li></ul><ul><li>Committees/TFs provide progress reports </li></ul><ul><li>Board avoid doing committee work </li></ul><ul><li>Board avoid micro-managing committees </li></ul>
  33. 33. Exercise
  34. 34. Sick Board Syndrome <ul><li>Review Pages 24-25 </li></ul><ul><li>Exercise </li></ul><ul><ul><li>List 3 “sick board elements” as you think about your board </li></ul></ul><ul><ul><li>Share with your table </li></ul></ul><ul><ul><li>Now, list ways you can change your habits and processes </li></ul></ul>
  35. 35. Hands on Exercise <ul><li>Tactic: Use Reversal Technique on the Problem: </li></ul><ul><li>The “Problem” …. </li></ul><ul><li>What frustrates you about a Board meeting? </li></ul><ul><li>Your Task: </li></ul><ul><li>List 3 things that frustrate you about a Board </li></ul><ul><li>meeting. </li></ul><ul><li>Ok, do it! </li></ul>
  36. 36. <ul><li>EXERCISE: Create a failed Board </li></ul><ul><li>List 3: What actions have you seen or could you create to help ensure a board would fail in its work? </li></ul>Hands on Exercise
  37. 37. Hands on Exercise <ul><li>Now, Reverse the Question: </li></ul><ul><li>List 3 ways to create a great meeting </li></ul><ul><li>Create a list for your table </li></ul><ul><li>Share table’s Top 3 with the entire group </li></ul><ul><li>Create list from each table … </li></ul><ul><ul><li>refine it: consolidate, restate </li></ul></ul><ul><li>Vote </li></ul>
  38. 38. <ul><li>BOARD OFFICERS & </li></ul><ul><li>NOMINATIONS </li></ul>3
  39. 39. Exercise
  40. 40. Skills Matrix <ul><li>Know skills needed </li></ul><ul><li>Recruit people with needed skills </li></ul><ul><li>Ask members to complete time & talent sheet </li></ul>
  41. 41. Talent Matrix See Page 44 of Workbook Member Advocacy Ann Lee Joe PR/Web/Media Finance Admin
  42. 42. Exercise
  43. 43. Recruiting Tips <ul><li>Be honest </li></ul><ul><ul><li>About time commitment </li></ul></ul><ul><ul><li>About expectations </li></ul></ul><ul><li>Be specific </li></ul><ul><ul><li>Needs </li></ul></ul><ul><ul><li>Meetings </li></ul></ul><ul><li>Don’t ask until you have a need </li></ul><ul><li>Be willing to “job share” </li></ul><ul><ul><li>Might make difference in getting “yes” </li></ul></ul>
  44. 44. Exercise
  45. 45. What to do if … <ul><li>… Officer, Board member, Chair fails to perform to expectation? </li></ul><ul><li>“Confront” </li></ul><ul><li>Review expectations </li></ul><ul><li>Set deadlines </li></ul><ul><li>Remove if performance does not change </li></ul>
  46. 46. Exercise
  47. 47. Nominations & Transitions <ul><li>Determine what officer positions needed </li></ul><ul><li>Establish terms & “rotation” </li></ul><ul><li>Create term tracking system </li></ul><ul><li>Recruit & train volunteers </li></ul><ul><li>Identify candidates based on </li></ul><ul><li>performance as chairs/on committees </li></ul><ul><li>Consider Board “report card” </li></ul>
  48. 48. Officer Models <ul><li>Past President </li></ul><ul><li>President </li></ul><ul><li>President-elect </li></ul><ul><li>Vice President </li></ul><ul><li>Secretary-Treasurer </li></ul><ul><li>Process: Start as Sec-Treas & rotate up (and out) </li></ul>Past President President President-elect 2-3 Vice Presidents Secretary-Treasurer Process: VPs complete to become P-E; then rotate up (and out)
  49. 49. Job Descriptions <ul><li>Have job descriptions for each position </li></ul><ul><li>Handout </li></ul>
  50. 50. Preparation <ul><li>Chair: </li></ul><ul><li>Review desired results </li></ul><ul><li>Review agenda </li></ul><ul><li>Set timing </li></ul><ul><li>Board & Committee Members: </li></ul><ul><li>Review materials PRIOR to meeting </li></ul>
  51. 51. Role of Chair <ul><li>Agenda </li></ul><ul><li>Keep on task </li></ul><ul><li>Engage all in discussion </li></ul><ul><li>Get a decision (with deliberate speed) </li></ul><ul><ul><li>Ask for consensus or </li></ul></ul><ul><ul><li>Ask for a motion </li></ul></ul><ul><li>Ensure actions assigned </li></ul>
  53. 54. Maximizing Results <ul><li>Establish Board Process </li></ul><ul><li>Goal: transform from diverse to single voice </li></ul><ul><li>Board time is non-renewable resource </li></ul><ul><li>Words are the board’s tools </li></ul><ul><li>Establish discipline </li></ul><ul><li>Establish policy for putting topics on agenda </li></ul><ul><li>Involve everyone </li></ul><ul><li>Start at broadest point of agreement </li></ul><ul><li>Avoid S.O.W.S. and Sacred Cows </li></ul><ul><li>Act: declare a position </li></ul><ul><li>Agree that position is position of all </li></ul>
  54. 55. Make the Main Thing the Main Thing <ul><li>Protect Board Time </li></ul><ul><li>Starts with what gets on agenda </li></ul><ul><li>Does it fit your … </li></ul><ul><ul><li>Vision </li></ul></ul><ul><ul><li>Mission </li></ul></ul><ul><ul><li>Values </li></ul></ul><ul><ul><li>Process </li></ul></ul><ul><ul><li>Goals for year </li></ul></ul>
  55. 56. Exercise
  56. 57. Cut Agenda in Half! <ul><li>Limit to 1-3 “main topics” </li></ul><ul><li>Eliminate verbal reports </li></ul><ul><ul><li>If it can be read, send in advance </li></ul></ul><ul><li>Expect (demand) preparation </li></ul><ul><li>Let committees/task forces do work </li></ul><ul><ul><li>Don’t revise committee work </li></ul></ul><ul><li>End with recap & evaluation </li></ul><ul><ul><li>Restate actions </li></ul></ul><ul><ul><li>Evaluate board (production, bogged down) </li></ul></ul>
  57. 58. Agenda Tips <ul><li>Start & ending times </li></ul><ul><ul><li>Use “Central Drake Time” </li></ul></ul><ul><li>Use Consent Agenda </li></ul><ul><ul><li>Put main things first; “bundle” routine items </li></ul></ul>
  58. 59. Agenda Template (2 Minutes or Less) (3 or less per meeting)
  59. 60. The Bucket List <ul><li>When an idea surfaces that’s not on agenda </li></ul><ul><li>Put on bucket list to be discussed later </li></ul><ul><li>Write it on a flip chart so no one forgets </li></ul>Later
  60. 61. Getting to Action <ul><li>Voting option </li></ul><ul><li>Focused discussion (brainstorming) option </li></ul><ul><li>Consensus option </li></ul>
  61. 62. Consensus <ul><li>What is it? </li></ul><ul><li>When to use it? </li></ul><ul><li>How to get there? </li></ul><ul><li>Techniques to consider </li></ul><ul><ul><li>List 3 option </li></ul></ul><ul><ul><li>Brain write option </li></ul></ul><ul><ul><li>Mess Mapping option </li></ul></ul><ul><ul><li>Task group option </li></ul></ul>
  62. 63. Exercise
  63. 64. Record Actions <ul><li>State task (under “action”) </li></ul><ul><li>Assign person(s) responsible </li></ul><ul><li>List deadline for the action </li></ul><ul><li>Record/update status </li></ul><ul><li>Keep as part of Board’s minutes </li></ul><ul><li>Chair/staff review before agenda for next meeting </li></ul>See Page 42 of Workbook
  64. 65. Situations <ul><li>Handling “tough problems” </li></ul><ul><ul><li>Off topic </li></ul></ul><ul><ul><li>Time wasters </li></ul></ul><ul><ul><li>Talking too often/too much </li></ul></ul><ul><ul><li>Not talking/not contributing </li></ul></ul><ul><ul><li>Not prepared </li></ul></ul><ul><ul><li>Parliamentarians </li></ul></ul><ul><ul><li>Little consensus </li></ul></ul>
  65. 66. Situations <ul><li>On difficult and controversial subjects, go around the table and let each person speak briefly to the issue. </li></ul>
  66. 67. Situations <ul><li>Deal firmly with monopolizers and ramblers. </li></ul>
  67. 68. <ul><li>COMMITTEES & TASK FORCES </li></ul>
  68. 69. 6 Strategies for Committee Success <ul><li>Send agenda 10 days prior to meetings </li></ul><ul><li>Know your roles, responsibilities, objectives </li></ul><ul><li>Structure agendas with committee business; know what results are desired </li></ul><ul><li>Develop effective committee communications </li></ul><ul><li>Keep minutes simple (actions taken) </li></ul><ul><li>Evaluate & improve continuously </li></ul>
  69. 70. Exercise
  70. 71. Getting to Action <ul><li>List 3 technique </li></ul><ul><ul><li>State problem </li></ul></ul><ul><ul><li>Individuals list 3 possible solutions </li></ul></ul><ul><ul><li>Individuals list 1 at a time around room </li></ul></ul><ul><ul><li>Clarify & consolidate </li></ul></ul><ul><ul><li>Vote </li></ul></ul>
  71. 72. Hands on Exercise <ul><li>The “List 3” process for decision making: </li></ul><ul><li>State the Problem as a question </li></ul><ul><ul><li>Be sure all understand it </li></ul></ul><ul><li>List 3 things that “answer” the question </li></ul><ul><li>Share around table (1 point per person at a time) </li></ul><ul><li>Create table’s “top 3 list” </li></ul><ul><li>Report: Share with entire group </li></ul><ul><li>List all group ideas (on flip chart or “overhead”) </li></ul><ul><li>Entire group vote (use hands or sticky dots) </li></ul>
  72. 73. <ul><li>ENGAGING VOLUNTEERS & </li></ul><ul><li>MEMBERS </li></ul>5
  73. 74. Define <ul><li>People fear saying “yes” to request to serve … because you’ll never let them go. </li></ul>
  74. 75. Exercise
  75. 76. Talent <ul><li>Each group … </li></ul><ul><li>Develop list of talents needed to move your board/organization forward </li></ul><ul><li>Share it </li></ul>Hands on Exercise
  76. 77. Fundraising <ul><li>Clear objectives </li></ul><ul><li>Tell the story (case for support) </li></ul><ul><ul><li>Clear & concise </li></ul></ul><ul><ul><li>WII-FM perspective </li></ul></ul><ul><li>Transparency </li></ul><ul><li>Frequency </li></ul><ul><li>Remember to ask! </li></ul>
  77. 78. Engagement <ul><li>Set objective: </li></ul><ul><ul><li>What is the task? </li></ul></ul><ul><ul><li>What are the deadlines? </li></ul></ul><ul><li>Ask </li></ul><ul><li>Define expectations </li></ul><ul><li>“Demand” results </li></ul><ul><li>Reward & recognize </li></ul><ul><li>Celebrate </li></ul>
  78. 79. Exercise
  79. 80. 3 C’s for Coalitions <ul><li>Common Ground </li></ul><ul><li>Coordinate </li></ul><ul><li>Communicate </li></ul>
  80. 81. 3 Ingredients for Success <ul><li>Goals </li></ul><ul><li>Roles </li></ul><ul><li>Tolls (fees) </li></ul>
  81. 82. Policy or Procedure? Board Driven Policy Staff Driven Policy Board Reviews & approves policies. Policies recorded as motions in minutes Transcribe policies to manual. Update policy manual after each meeting or annually. Review or sunset old policies. Develop admin procedures to support new policies. Record procedures in an operations manual Policy Manual Operations Manual Must be Consistent With Articles & Bylaws
  82. 83. Exercise
  83. 84. Summary <ul><li>Don’t meet without an agenda </li></ul><ul><li>Make the Main Thing the Main Thing </li></ul><ul><li>Use techniques to involve all </li></ul>
  84. 85. Summary <ul><li>Boards can be effective … know your role </li></ul><ul><li>Establish policies and process BEFORE blow up </li></ul><ul><li>Make the Main Thing the Main Thing </li></ul><ul><li>Record actions so you don’t have to repeat </li></ul><ul><li>Use techniques to solve tough issues </li></ul>
  85. 86. Contact Information Steve Drake, MA President Drake & Company [email_address] Twitter: @causeaholic and @stevedrake 636/449-5050